| | | About the author | | |
| | | Acknowledgements | | |
| | | Introduction | | |
| part 1 | | Your leadership self | | 1 |
| | | First days in the job | | 3 |
| | | Demeanour: setting the tone | | 8 |
| | | Leadership principles | | 14 |
| | | Trusting your instincts | | 19 |
| | | Focusing on what matters | | 24 |
| | | Managing meetings | | 29 |
| | | Time management | | 34 |
| | | You and your boss | | 39 |
| part 2 | | Vision and strategy: the leadership mantra | | 45 |
| | | Setting and selling a Vision | | 47 |
| | | Leading strategy | | 53 |
| | | International markets and strategy | | 60 |
| | | Leadership priorities | | 66 |
| part 3 | | Your leadership team | | 71 |
| | | Defining your leadership team | | 73 |
| | | Managing your leadership team | | 78 |
| | | 121s | | 83 |
| | | Your team is more skilled than you | | 88 |
| | | Team members in other countries | | 93 |
| part 4 | | Leading your organisation | | 99 |
| | | Credibility from repetition | | 101 |
| | | Resistance to change | | 106 |
| | | Process: making the right things happen at the right time | | 112 |
| | | Staff meetings | | 119 |
| | | Collaborating with sister business | | 125 |
| part 5 | | Leading performance excellence | | 131 |
| | More... | | |