READOS / Business
Leading People and Change
Leadership as influence, decisions and meetings, speaking up, and helping people through change.
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- 01Leadership as influence, not position: five components, four lessons, ownership and a self-assessmentLeadership as personal influence rather than positional power: five components, four lessons from high-stakes teams, ownership, hiring leaders and a self-assessment.
- 02There is no best leadership style: diagnose the situation, then choose the behaviourDirecting, supporting, consulting and inspiring each help in some situations and harm in others. How to diagnose what a team needs, fix the system as well as your style, and lead and manage.
- 03Core values, culture and business fundamentals: turning beliefs into everyday behaviourHow core values shape beliefs and culture, how to define and embed them, and the fundamentals they should support: honest customers, fair suppliers, family governance, teams and discipline.
- 04Promoting a specialist into leadership: a career change, not a rewardYour best technician is not automatically your best team leader. Why the move is a change of profession, how to support the transition and why a technical path can be the better answer.
- 05Building a leadership pipeline: developing leaders, developing leadership and preparing successorsLeaders grow mostly through work, relationships and reflection, not courses alone. How to build individual and collective leadership capability, use feedback well and prepare successors.
- 06Leading under pressure: why crises reward systems, honest information and the right to disagreeCrisis stories celebrate decisive individuals, but good responses come from clear roles, trusted expertise and honest information. How to prepare, decide under pressure and recover well.
- 07Decision rights before meetings: who can decide, redirect and stop, and why a chart of names is not enoughGovernance often starts with committees and charts. It works when everyone knows who can decide what, within what limits and on what evidence. How to map decision rights and cut delays.
- 08Meetings that end in decisions: agendas, note-taking methods and action registersHow to make business meetings shorter and more useful: when to meet, agendas and pre-reads, four note-taking methods, an action register, remote meeting habits and follow-up.
- 09When good teams make poor decisions: using disagreement, dissent and clear ownershipClose, experienced teams can still decide badly when agreement comes too easily. How to read conflict as information, design dissent into decisions and give every choice a clear owner.
- 10Bad news early: how a business teaches people when to speak upPeople rarely hide problems. They wait, because raising them early costs them something. How to measure how late bad news reaches you and change the incentives that delay it.
- 11Delegating without losing control: ownership, maker–checker controls and a five-stage handoverHow owners can hand over real responsibility while keeping control: give ownership, separate making from checking, build simple routines, and step back gradually.
- 12Getting commitment, not just compliance: authority, power and choosing how to influenceAuthority gets a task done, but not always done well or kept up. How sources of power differ, how to match influence to the real reason for resistance and how to build trust, not dependence.
- 13Designing change around what people lose: why the old way fights harder than the newLosses from change are specific, certain and immediate; gains are general and later. How to find what the current way gives people, redistribute certainty and read resistance as information.
- 14Helping people accept change: a four-quadrant framework for employees, customers, suppliers and partnersWhy people resist change and how to help them accept it, using four quadrants: the benefits and costs of changing and of staying the same. With planning steps and ethical limits.
These topic-based reading collections are organised alphabetically; chapters may be read in any order.
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