Identifying Small Habits

Larry Dake

doi:10.5771/9781475864021

Identifying Small Habits

Left Unchecked by School Leaders Small Faults Can Become Major Cracks

1. Auflage 2022

Kein Zugriff

doi.org/10.5771/9781475864021
ISBN print: 978-1-4758-6400-7
ISBN online: 978-1-4758-6402-1
Rowman & Littlefield, Lanham Rowman & Littlefield, Lanham

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Abstract

Each chapter identifies and unpacks one small habit. The habit is surfaced and examples provided to bring it to life. Then, different strategies are presented to course-correct on this habit. Each chapter is short in nature and easily digestible. This book can be read cover-to-cover or picked through chapter by chapter in any order desired. It is also designed to be read once all the way through with leaders identifying habits that speak to them and returning to those chapters as needed.

Schlagworte

leadership habits bad habits

Kapitel Ausklappen | EinklappenSeiten
Preface
- Contents
- Preface
- Introduction
1–4 Being Inconsistent 1–4
5–8 Relying Too Much on Email 5–8
9–12 Talking about How Busy You Are 9–12
13–16 Failing to Give Gratitude 13–16
17–20 Inappropriate Social Media Use 17–20
21–24 Making Hiring Decisions Based on Implicit Bias 21–24
25–28 Conflating Authority with Influence 25–28
29–34 Neglecting Mental and Physical Self-Care 29–34
35–38 Avoiding Difficult Conversations 35–38
39–42 Engaging in Subtle Favoritism 39–42
43–46 Trying to Always Win an Argument 43–46
47–50 Devaluing Support Staff and Their Impact 47–50
51–54 Not Holding People Accountable 51–54
55–58 An Overwhelming Need to Be “Me” 55–58
59–62 Not Being Solid with Your Family 59–62
63–66 Talking Way Too Much 63–66
67–70 Managing Too Much Minutiae 67–70
71–74 Unprofessional Dress Habits 71–74
75–78 Accepting Silence as Agreement 75–78
79–82 Being Consistently Late to Meetings 79–82
83–86 Transferring Ownership for Poor Outcomes 83–86
87–90 Not Adapting Language to Fit Your Audience 87–90
91–94 Getting on the Wrong Side of Important Gatekeepers 91–94
95–98 Associating Mistakes with Failure Rather than Opportunity 95–98
99–102 Not Intentionally Planning and Scheduling 99–102
103–106 Tolerating Poor Organizational Culture 103–106
107–110 Throwing Others Under the Bus 107–110
111–114 Failing to Focus on Continuous Improvement 111–114
115–118 Delegating Up 115–118
119–122 Misreading Reality 119–122
123–126 Being a Bad Communicator 123–126
127–130 Lack of Patience with Outcomes 127–130
131–134 Rating Employees with One’s Own Personal Measuring Stick 131–134
135–138 Seeking Comfort over Discomfort 135–138
139–142 Tolerating Subpar Performance 139–142
143–146 Focusing on How Things “Should Be” Rather Than How They Actually Are 143–146
147–150 Overthinking How to Move Forward 147–150
151–154 Confusing Others’ Interest with Your Own 151–154
155–156 About the Author 155–156

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