70 Top Leaders on Full Attention and Best Performance
70 Top Leaders on Full Attention and Best Performance
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70 Top Leaders on Full Attention and Best Performance

This book is 90% complete

Last updated on 2019-12-27

About the Book

Leverage the experience, wisdom, and focused energy of a growing and inspiring alliance of 70+ global leaders.

About the Editor

Bill Fox
Bill Fox

Hi, I’m Bill Fox … I help leaders and teams ask new questions and align on a strategic conversation that engages and leverages the collective voice, energy and wisdom of everyone⏤to attract, retain and grow exceptional people and results. I lead a growing global conversation with 70+ forward-thinking leaders to help you discover new and better ways to achieve your most important strategic objectives. Learn more at billfox.co.

Table of Contents

  • 1. Introduction
  • 2. What Does It Take to Get Full Attention and Best Performance?
    • 2.1 Learn What People Care About
    • 2.2 Is the Organization Operating in Integrity?
    • 2.3 Create an Environment Where People Can Live Their Purpose
    • 2.4 It’s a Choice — Go for It
    • 2.5 Trust People and Show That Trust Every Day
    • 2.6 There’s Not a Personal Life and a Work Life, There’s Life
    • 2.7 Getting the Best Performance and Full Attention Means Getting the Right Fit for People
    • 2.8 It’s Got to Be Something More Than Just Dollars & Cents
    • 2.9 It’s About Coming Up With Things Worth Doing
    • 2.10 What Leaders Must Do Is Get People Involved in Co-Creating Their Futures
    • 2.11 You Have to Demonstrate That There’s a Different Way to Do Things
    • 2.12 Getting Immersed in a Problem to Solve?
    • 2.13 When We Do Our Best Work?
    • 2.14 You Can Really Only Control Yourself
    • 2.15 Leaders Focus on Environment — Followers Focus on Their Behavior
    • 2.16 Treat People With Respect & Truly Listen
    • 2.17 Allow People to Co-Shape the Journey
    • 2.18 Remove the Barriers So People Can Express Their Full Self
    • 2.19 We Find Ourselves in a Corporate World That Is Unnatural & Highly Arbitrary
    • 2.20 Look Beyond the Company Leaders as the Only “Visionaries”
    • 2.21 Everyone Has One Unique Aspect of the Vision
    • 2.22 Having an Intention That People Experience Being Valued
    • 2.23 Become Aware of the Performance Limiting Characteristics of Least-Action Pathways
    • 2.24 Lead People to States of Mind That Are More Productive, Attentive & Present
    • 2.25 High Levels of Productivity Occur When Workers Can Develop Their Strengths
    • 2.26 Positive Emotions Broaden Awareness & Lead to Creative Thoughts
    • 2.27 There’s Much More to Listening Than Paying Attention, Asking Questions & Being Silent
    • 2.28 Listening From a Deeper Abyss Reveals the Right Information
    • 2.29 Everyone’s Looking to the Top for What to Do and How to Act, So if They’re Not Doing It, Why Would They?
    • 2.30 Control Doesn’t Allow for What Else Is Possible Here
    • 2.31 Accountability Is an Outcome That Comes From People Being Authentically Involved
    • 2.32 Our Awareness Gets Hijacked
    • 2.33 What’s the Difference Between Attention & Awareness?
    • 2.34 Always Be Open & Honest
    • 2.35 Attention Follows When People Feel Trusted & Not Judged
    • 2.36 We Sometimes Lack Showing We’re Imperfect
    • 2.37 Shifting the Center of Gravity — Exploring Learning & Asking Questions Together
    • 2.38 Choose to Care in a Way That Matters
    • 2.39 Create Space That Enhances Performance
    • 2.40 Encourage & Motivate Them to Want to Do It
    • 2.41 A Mission & a Goal Isn’t Enough
    • 2.42 Process Is Important Too
    • 2.43 There Are No Silver Bullets Ubiquitously Across All Humans
    • 2.44 Create Experiences, Environment & Events That Intersect With Purpose
    • 2.45 People Show Up for Different Reasons
    • 2.46 What the Workplace of the Future Must Create
    • 2.47 The First Root Is Purpose
    • 2.48 Sense of Being Valued
    • 2.49 All Work Is Meaningful No Matter How Menial
    • 2.50 Eliminate the “Us and Them” Mindset
    • 2.51 Recognize Peoples’ Dilemmas & Show That You Are Concerned & Taking Action
    • 2.52 Focus on What You’re Good at & Get Better at It
    • 2.53 Leverage People’s Strengths & Build Systems That Create Value
    • 2.54 How Are We Encouraging People to Think Differently?
    • 2.55 Give People the Full Breadth of Understanding of the Culture
    • 2.56 Give New Employees an Orientation to What the Company Is All About
    • 2.57 Everyone Wants to Be Heard
    • 2.58 It Takes a Clear Mind & an Opportunity to Be Engaged
    • 2.59 Supported to Be at Their Best in Whatever That Means for Each Person
    • 2.60 Encourage People to Be Themselves
    • 2.61 Tremendous New Energy & Commitment Results When People Connect Core Beliefs to Work
    • 2.62 What We Really Need to Do Is Get Leaders’ Full Attention
    • 2.63 You Can’t Perform at a High-Level if You’re Always Frightened
    • 2.64 Give Employees a Purpose as a Company They Can Galvanize Around
    • 2.65 Understand & Leverage the Diversity People Bring to the Workplace
    • 2.66 What Are the Skills, Capabilities & Experiences the Workplace Could Be Making Use of But Aren’t?
    • 2.67 We Bring Out the Best in Others by Bringing Out the Best in Yourself
    • 2.68 Meeting the Needs of Others Empowers People to Scale Mountains
    • 2.69 Having Proper Tools for the Job
    • 2.70 There’s Good Team Spirit When There’s No Competition With Each Other
    • 2.71 Leaders Need to Ask Am I Paying Attention to You and to Your Ideas?
    • 2.72 Spending Time Up Front to Develop a Shared Understanding Is’t a Time Sink
    • 2.73 Most People Are at Their Best When They Work in Teams
    • 2.74 We Need to Improve the Way We Listen & Observe
    • 2.75 Organizations Just Need To Tap & Channel Desire For Self-Actualization
    • 2.76 See People as Human Beings, Not Result Producers
    • 2.77 Leaders Need to Show Up as the Engaged Employee They Want Employees to Be
    • 2.78 People Want Leadership That Is Honest & Transparent
    • 2.79 Demonstrate by Your Behavior That People Are Important
    • 2.80 Create a Space for Opt in Engagement
    • 2.81 Experiment, Listen & Observe
    • 2.82 Engagement Is Also When People Opt to Not Engage
    • 2.83 Give Full Attention to Get Full Attention
    • 2.84 Understand the Natural Variance in State of Mind
    • 2.85 Point People to an Understanding of How Their Mind Works
    • 2.86 Allow People to See the Impact They Are Making
    • 2.87 Giving Credit to Individuals Publicly Makes Them Feel Like They’re Having an Impact
    • 2.88 Command People to Do Great Things, Ask Questions & Praise Them
    • 2.89 Allow People to Make Mistakes
    • 2.90 Discern When to Use Direction & Guidance vs. Encouragement & Enthusiasm
    • 2.91 What It Comes Down to Is Monitoring Performance & Morale
    • 2.92 Alignment, Autonomy & Accountability
    • 2.93 Create High Expectations
    • 2.94 This Thing That’s Larger Then Themselves Is the Team, Ability to Provide Income & Their Relationships
    • 2.95 You Have to Have a Human Relationship With People
    • 2.96 Reframe Challenges as Opportunities in Disguise
    • 2.97 Learn New Things Even if They Aren’t Related to Work
    • 2.98 Help People Learn How They Best Enlist Other People’s Cooperation
    • 2.99 Focus on Being of Service to the Organization
    • 2.100 We Are Much More Than Our Ego Needing to Be Recognized & Appreciated
    • 2.101 When People Can Fully Express Their Talents, They Feel Important — Automatically
    • 2.102 Individualized Attention Is Often the Primary Factor
    • 2.103 One-on-One Attention & Tailoring Responses to Their Needs
    • 2.104 Lack of Attention Can Be a Direct Result of Useless Information
    • 2.105 Restful Sleep, Healthy Diet, Regular Exercise, Clear & Meaningful Communication, & Conscious Reflection
    • 2.106 Full Attention and Best Performance, Which Means Being a Part of a Highly Effective Team
    • 2.107 Equality of Voices and Safety Are Two Common Elements That All Effective Teams Have
    • 2.108 It’s All About Clarity
    • 2.109 Ask People What They Think — It Makes a Big Difference
    • 2.110 Clarity Is Required for People to Be Engaged
    • 2.111 Understanding How the Mind Work Quiets the Noise
    • 2.112 You Have to Care About People Enough to Let Them Find Something Else That Will Engage Them
    • 2.113 People Need to Feel Supported, Safe, Stretched & Challenged
    • 2.114 You Need to Genuinely Desire and Be There for People
    • 2.115 There’s Both an Individual and an Organization at Play in Achieving Desired Performance
    • 2.116 Clarity and Direction
    • 2.117 Remove the Words Tell and Explain from Your Vocabulary
    • 2.118 Change the Culture of Meetings From Information Towards Ideas
    • 2.119 Structure Meetings to Put Ideas in the Forefront
    • 2.120 It’s Not About a Methodology or Program but Looking at What’s Inside Each Person
    • 2.121 Explore How to Change the Way You See the World in a More More Mindful Way
    • 2.122 People Want to Feel Recognized and Valued as a Person
    • 2.123 Graciousness Is the Ultimate Tool & Benchmark for Getting the Absolute Best Out of People
    • 2.124 Do Management Practices Disrupt Our Attention?
    • 2.125 Are Executives the Real Constraint?
    • 2.126 Ask a Powerful, Open-Ended Question, and Then Listen
    • 2.127 Don’t Settle for Mediocrity by Expecting Others to Fulfill Your Happiness Jar
    • 2.128 Accountability Is an Attitude That Empowers When You Don’t Look at It From a Place of Blame and Complain
    • 2.129 Engagement & Happiness Comes From What Happens Inside the Employee
    • 2.130 Teach People How to Succeed Despite Circumstances
    • 2.131 Identify People’s Strengths & Include These Strengths in Their Work or Help Them Find the Right Position
    • 2.132 Provide People With a Goal They Can Commit to & Support
    • 2.133 A Strong Central Metaphor So People Can Focus
    • 2.134 People Get Up in the Morning When They Can Influence What Their Future Is in the Organization
    • 2.135 Create an Environment Where People Can Sense & Respond to Whatever’s Needed
    • 2.136 Create Opportunities for People to Try Different Things
  • 3. About Bill Fox

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