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About the author; Contents; Preface; Thanks; Introduction: communicate to inspire; The leaders interviewed for this book; Part One Why you need to be a better communicator if you want to lead; 01 Napoleon's leadership legacy; The shots that echo through time; 'Create leaders everywhere!'; The importance of understanding the commander's intent; Communication is the glue that binds strategy and delivery together; Keep it simple; Free people up with a tight framework; Stand up for what you believe in; Key points from Chapter 1; 02 Leadership transformed -- life in the fishbowl
Perpetual communicationThe questions that really matter; The new partnership driving transparency; Stories evolve at an incredible pace; Internal e-mails can be very public; Most leadership communication is not fit for purpose; Businesses are like open democracies; Leaders must create leaders; Radical transparency needs radical thinking; Key points from Chapter 2; 03 The 12 principles of leadership communication; Be yourself, better; Mission and values; Future focus; Bring the outside in; Engage through conversations; Audience centricity; Listening; Point of view; Stories and anecdotes
SignalsPrepare properly for public platforms; Learn, rehearse, review, improve; Part Two The fundamentals; 04 Learn to be yourself, better; What followers want from leaders; What do leaders want from the leaders they hire?; Talking from the heart; Be visible, be human and be straight; To be seen as a hero, you have to be a hero; All-round authenticity; Have the confidence to be you; Know your strengths to be yourself better; How do you go about identifying your values and mission?; A springboard to action, a leadership platform; The need for emotion in business; Key points from Chapter 4
05 Provide a framework for leadership and action, through mission and valuesValues build trust; Why people love a motivating mission; Employees want a good mission statement; Employees need to feel part of the story; The need to raise people's sights; Externally, a purpose wider than profit is needed; Be an engine of progress for humankind; Involve everyone in your mission; Reputations at risk; The need for speed and the need to create leaders; Three examples of mission and values at work; Make sure the values resonate; In the public sector, purpose and values are all-important
The value of valuesKey points from Chapter 5; 06 Communicate the future to drive the present; To talk about the future, you have to be very clear about the future; Back to the future, over and over; Keep people engaged in the future; Your future must embrace all stakeholders; Four examples of how leaders bring mission, values, vision and goals together; Bring to life the customer's experience; Key points from Chapter 6; 07 Bring the outside in and focus on building relationships and trust; Loss of your 'licence to operate'; Managing the intangible asset of relationships
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