``Facilitating to Lead'' Makes the Case That Facilitation is a Work Style Not Just...
``Facilitating to Lead'' Makes the Case That Facilitation is a Work Style Not Just a Meeting Technique and Will Provide You with Leadership Strategies for a Networked World DUBLIN, Ireland--(Business Wire)--Research and Markets (http://www.researchandmarkets.com/reports/c76974) has announced the addition of "Facilitating to Lead!: Leadership Strategies for a Networked World" to their offering. Of all the skill sets that support the shift from a traditional management role to a more collaborative approach, none is more relevant that the role of the facilitator. The beliefs, behaviours, and practices of facilitation are precisely the ones that all leaders need to acquire and put into practice. In this book, renowned facilitation expert Ingrid Bens will apply her proven concepts of facilitation to the leadership role, making the case that facilitation is a work style, not just a meeting technique. Part One: Describes and defines facilitation and what it looks like on a daily basis, inside of meetings and out. The twelve essential processes (that serve as the core of her first book) will used as a foundation to a new collaborative leadership role, along with practical strategies for spreading responsibility and initiative. Part Two: Facilitating leadership at the executive level. Processes that senior management can deploy, plus new ideas about how they can support frontline managers in becoming more facilitative. Part Three: Facilitating Leadership in the Wider Organization. Explores organizational blocks and barriers for widespread implementation. Includes an assessment instrument for determining organizational readiness and specific activities that support an overall shift. -0- *T Contents: Preface. Acknowledgments. The Author. 1. The Leadership Context. The Transforming Workplace. Matrix Work Is Different. Examples of Matrix Networks. Changing Workforce Expectations. Technology Matters. Implications for Leaders. The Overlooked Tool Set. What Is Facilitative Leadership? Traditional Directive Leaders. Today's More Engaging Leaders. The Traits of Facilitative Leaders. The Need for Versatility. Organizational Benefits of Deploying Facilitative Leaders. Personal Benefits of Shifting Styles for Leaders. Making the Match. 2. Preparing the Workplace for Facilitative Leadership. The Four-Level Empowerment Model. Using the Model. How Much Empowerment Is Enough? Correcting Perceptions of Weakness. The Durability of the Directive Mode. Overcoming Barriers to Process. Buy-In Strategies. The Importance of Organizational Support. Implementation Strategies. Determining Organizational Readiness Criteria. 3. The Work of the Facilitative Leader. Features of the Role. Facilitating to Lead. The Seven Guiding Principles for Facilitative Leadership. A New Position Description. The Supportive Behaviours. The Importance of Assertiveness. Gaining Authority. 4. Transitioning into the Role. Questions and Answers About the Role of Facilitative Leader. The Challenge for Employees. Employees as Partners. Peer Feedback. 5. Meeting Mastery. Four Types of Conversations. Beyond Regular Staff Meetings. Facilitating Teleconferences. Preventing Meeting Problems. Monitoring Meeting Quality. 6. The Ten Essential Processes. Matching Processes to Stages. The Processes Scheduling the Essential Processes. 7. Measuring Performance. Performance Dimensions of the Facilitative Organization. Measuring Individual Performance. Epilogue: Life in a Facilitative Organization. Appendix A. Organizational Readiness Assessment. Appendix B. Facilitation Skills Self-Assessment. Further Reading. Index. *T For more information visit http://www.researchandmarkets.com/reports/c76974 Research and Markets Laura Wood, Senior Manager Fax: +353 1 4100 980 press@researchandmarkets.com Copyright Business Wire 2007
