The Accidental Leader: What to Do When You're Suddenly in Charge（意外领导者：当你突遭变故时怎么做） rb kindle 网盘 umd 极速 下载 pdf mobi

It could happen today. You are called into the office, and the boss tells you that due to unforeseen circumstances, starting today you will be in charge of a team, a project, an office, a committee, or a business unit. Without any warning (or preparation on your part) you've become an accidental leader.

If you have been thrust into a position of sudden responsibility, you need The Accidental Leader. This book is a first aid kit that gives you the information and inspiration you need to

Know what you bring to the challenge-your pluses and minuses

Define success and achieve it

Get other people on your side

Overcome your natural shortcomings

Get organized-right now

See through the apparent system to the culture within

Direct people and get them to act

The Accidental Leader is your lifeline to leadership success. It is filled with practical answers to the many leadership questions that you will face.

Who gets called to accidental leadership? Just about anyone

Introduction: What’s an Accidental Leader?

Part One: Managing Oneself

　Three ways to cope with leader’s anxiety

　　1 Coming to Terms with Responsibility

　Three steps to establish where you are—and where you need to be

　　2 The First Day

　Seven things you need to learn about your team members and they need to know about you—and two warnings

　　3 Meeting the Team

　Ten ways to feel better about your leadership

　　4 Deciding What Kind of Leader to Be

　Eight things you can do to negotiate your own learning curve

　　5 Becoming a Quick Study

　Four tough questions you need to ask yourself

　　6 The Perfect Person for the Job

Part Two: Managing the Technical Side

　Five things to spend at least a week learning about

　　7 What They Expect You to Know, and What You’d Better Figure Out on Your Own

　Five measures of planning success

　　8 Planning to Succeed

　Six stages of bringing an idea to completion

　　9 How a Little Orderliness Can Extend Your Shelf Life

　Nine things you can do to bring people into your circle

　　10 Who You Can Turn To

　Seven ways to get out of the box, and stay out

　　11 Set Fire to Your Credenza

　Six ways to create a learning environment

　　12 Leading by Learning

Part Three: Managing People

　Six things to remember when your team is hovering on the brink of dysfunction,

　　13 Living with Teams,

　Five rules for successful succession,

　　14 Packing Up Your Predecessor,

　Seven truths about effective team process,

　　15 The Right (and Wrong) Way to Make Up Your Mind,

　Ten el-cheapo ways to motivate people

　　16 Motivating People

　Five ways to effect change in the face of resistance

　　17 Locating the Levers of Change

　Nine ways to break an ice-jam in negotiations

　　18 Learning to Negotiate

　Four kinds of people, and how to work with each

　　19 Dealing with Other People

　Three ways to give people information so it is real to them

　　20 How to Give Feedback

　Three ways to make empowerment work—and make your team bless you

　　21 Set Limits to Freedom

　Five rules for dealing with conflict

　　22 The Importance of Being Frank

　Five broad characterizations of the working generations

　　23 Bridging the Age Gap

　Four of the worst and six of the best ways to communicate bad news

　　24 How to Discipline and Fire

　Nine parting shots of managerial wisdom

　　25 Confession and Conclusion

Appendix: Best Books

Acknowledgments

The Authors

Index

Harvey Robbins is a psychologist, business consultant, trainer, and author. He has consulted to numerous organizations including American Express, Allied Signal, General Dynamics, AT&T, 3M, Honeywell, Johnson & Johnson, Nabisco, Target, and US West. Micha

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