Leadership Manual Contents

 

Guiding Collaborative Group Behaviors Using Collaborative Leadership Initiatives

Robert M. Donaldson
Collaborative Strategies

Section One

Introduction

Why You Want To Do This

What Will Happen

Why It Works

 

Section Two

Leadership Responsibilities and Necessary Behaviors

The Four Questions

The Power of Emulation

The Must Haves When Building the Best Team

The Ten-Point Daily Activity List

The Behaviors You Need

The Behaviors Leaders Lack

The Big No-Nos

The Differences between Leadership and Management

 

Collaborative Leadership Initiatives

Mission

Culture

Effective Interpersonal Relationships

High-Quality Communication

Technical Competency

Productivity

Problem Solving

Continuous Improvement

Recovery Behavior

Eight Steps to Continuous Improvement through Execution (CIE)

 

Section Three

Implementation

Introduction

PHASE I

PHASE II

PHASE III

PHASE IV

PHASE V

PHASE VI

PHASE VII

PHASE VIII

 

Some Important Notes on Implementation

In the Final Analysis of Implementation

 

Appendices

Appendix A     Behaviors Achieved with Each Training Packet

Appendix B     Five Necessary Leadership Ingredients for Success

Appendix C     Four Stages of Change, Fear, Aptitude and Desire,
How Our Brains Work

Appendix D     How We Group During Change

Appendix E      Performance Evaluation Process

Appendix F      Recovery Behavior

Appendix G     Working Conditions

Appendix H     Dealing with Heavy Toxic Actors

Appendix I       Building Program Managers

Appendix J       High-Quality Training Sessions

Appendix K      Idea Investigation Matrix

Appendix L      Eight-Step Problem-Solving Process

Appendix M     Conflict Identification Process

Appendix N      Seven Steps for Leadership Team Longevity

Appendix O      Tips for Better Communication

Appendix P       Announcing the Reorganization

Appendix Q      Performance Evaluation Form

 

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Testimonials

I have known and worked with Robert Donaldson for nearly 30 years. Bob is a progressive policy thinker while maintaining personnel accountability within the workforce. In the mid 1980’s we shared employment at an organization that was recovering from a labor strike. Employees were at odds; personal property was being vandalized and communication between work teams was inconsistent at best. Morale was low, and organizational efficiency was extremely poor. Bob believes a strong workforce begins with employee empowerment. He initiated programs that increased employee’s viability to their current (and as it turns out also to future) employers. In the face of internal resistance he maintained his beliefs and persevered with these changes. These programs eventually provided increased educational opportunities and coupled with defined lines of communication within the organization, became the cornerstones of greater efficiency and employee empowerment. Within five years, this group …
Karl RoyerOperations and Maintenance Manager (Retired)East Bay Dischargers Association