Perception Is Key

Richard D. Tomko

doi:10.5771/9781475853933

Perception Is Key

How Leaders Today Can Navigate Workplace Politics

1. Auflage 2021

Kein Zugriff

doi.org/10.5771/9781475853933
ISBN print: 978-1-4758-5391-9
ISBN online: 978-1-4758-5393-3
Rowman & Littlefield, Lanham Rowman & Littlefield, Lanham

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Abstract

Leaders and aspiring leaders looking to be successful in their company or organization must accept the role that politics plays in the daily happenings of the workplace. Great leadership includes the ability to not only be competent, educated, and well-versed in the tenets of the role, but also be perceived by others as competent in most all aspects of the mission with which he has been charged. At times, using perception appropriately will provide a sense of security that is needed for the leader to navigate political situations accurately and efficiently. This only truly occurs if one uses perceptive tools and techniques to ensure that one is viewed in a positive light even though they may not be the most qualified in a specific area of his role. It is impossible for one individual to be great at all things; however, an individual can be perceived that way. This books is an excellent resource for aspiring leaders looking for promotion in the workplace.

Kapitel Ausklappen | EinklappenSeiten
i–xviii Preface i–xviii
- Contents
- Foreword
- Preface
- Acknowledgment
1–2 Introduction 1–2
3–6 Chapter 1 Politics 101 3–6
7–10 Chapter 2 Perception in Workplace Politics 7–10
11–16 Chapter 3 Why Do We Cut Our Grass? 11–16
17–20 Chapter 4 Perception Defined across Careers and Industries 17–20
21–26 Chapter 5 Polioptics 21–26
27–30 Chapter 6 Using Perception to Navigate Workplace Politics 27–30
31–36 Chapter 7 Becoming Aware as a Leader 31–36
37–40 Chapter 8 Modeling Your Skill Set 37–40
41–44 Chapter 9 Pride in Performance 41–44
45–56 Chapter 10 Competitive Persuasion for Leaders 45–56
57–62 Chapter 11 Diction in Leadership 57–62
63–70 Chapter 12 Every Day Is an Interview 63–70
71–74 Chapter 13 Perception and Planning (Short-Term and Long-Term Goal Setting) 71–74
75–76 Chapter 14 Words of Power and Promise to Be (or Not to Be) Perceived As 75–76
77–80 Chapter 15 Learning from the Leadership of Others 77–80
81–84 Chapter 16 Culture, Perception, and the Workplace 81–84
85–88 Chapter 17 Competency 85–88
89–92 Chapter 18 The Gold Standard Rule 89–92
93–98 Chapter 19 Using Perception to Navigate Workplace Politics 93–98
99–102 Chapter 20 Perception Is Key 99–102
103–104 About the Author 103–104

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