13.8 Job Competencies: Measuring and predicting performance 415
➥Helps leaders to find and use objective measures for recruiting, training, and
rewarding employees.
13.9 Human capital: Truly the most valuable asset 418
➥Focuses attention on human capital, the most important but hardest-to-measure asset.
13.10 The Four StagesModel: Understanding career strategies 421
➥Provides a powerful tool for guiding career planning and improving the leadership
potential of others.
13.11 Professional leadership: Delivering expertise 424
➥Provides professional leaders with a simple, five-step model to better deliver exper-
tise in a timely, appropriate way, so they are perceived as valued members of their
organizations.SECTION14—TOOLS FORLEARNING
14.1 Scarcity and abundance: The importance of attitude 428
➥Highlights how leaders’ underlying attitudes have profound and far-reaching effects
within their workgroups and organizations.
14.2 Single-loop and double-loop learning: When to stay the course
and when to reevaluate 431
➥Describes how to distinguish when to hold the course and when to readjust goals—
a highly sophisticated leadership skill.
14.3 Needs analysis: Measuring return on training investments 434
➥Outlines how crucial involvement is in translating participants’ learned ideas and
skills into organizational results.
14.4 Adult learning: Principles for helping adults learn 438
➥Distinguishes between traditional teaching and adult learning, whereby leaders
build upon adult experiences, creating relevance for the learning and making learn-
ing concrete.
14.5 Teaching a job: An essential skill for frontline leaders 441
➥Provides a time-honored, step-by-step methodology for on-the-job training.
14.6 Leaders and learning styles 444
➥Helps leaders understand their learning preferences and those of others, and how
they can turn these differences—often sources of conflict—to sources of enrichment
for strength, team diversity, and improved business results.
14.7 Personal preferences: Capitalizing on individual differences 447
➥Helps leaders develop a better understanding of themselves and their own preferences,
as well as those of other people, leading to more effective leadership interactions.SECTION15—TOOLS FORTAKINGCARE OFYOURSELF
15.1 Balance: Take care of yourself! 451
➥Helps leaders navigate through a maze of external influences, toward finding, estab-
lishing, and maintaining balance in their own lives, then helping others to do the
same.xx ANNOTATEDCONTENTS