Gary Winters

Coach  Workshop Facilitator Author

What can standing in line teach about leadership?

I was standing in line today, and my brain began to wander, as it does in idle moments. I found myself bemused with this not quite literal question:

How do great leaders stand?

The first answer that came to mind: great leaders certainly don’t stand around. Leaders are doers, never complacent.

The more I thought, it occurred to me that great leaders actually stand differently than most folks, in at least five ways. Here’s what came up for me…

First, great leaders stand for something important. They are passionate about what they want to create, what they see in the future. They become monomaniacs. Their names become almost synonymous with their vision. Think Ghandi, Martin Luther King, Abraham Lincoln. Everyone knows what they stand for.

Second, great leaders stand up to be counted. They thrive on challenges; they take risks; they make opportunities out of what most others avoid. They “boldly go where no one has gone before,” and take us with them. They seize the day. While they build consensus over time, they really don’t lead from consensus. They act, and others follow.

Third, great leaders stand out as unique, one-of-a-kind individuals. They aren’t carbon copies of anyone else. From Colonel Sanders to Steve Jobs to General Patton, they are different.

Fourth, great leaders stand on principles. They walk their talk. They are committed to deeply held values and their behavior is so consistent with those values that to be with them is to begin believing in those values yourself.

Fifth, great leaders stand with their people. They work for their team, not the other way around. They remove obstacles, provide coaching, get resources, and see the best in their people. They take the blame when things don’t go as hoped, and they share the glory with the people who surround them when they’re successful.

    So there I was, deep in thought, when the line finally began to move. And now, if you’re that guy behind me that gave me that quizzical look, you know what I was thinking about!

    “What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

    “What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

    if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

    No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

    Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

    “To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

    Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

    Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

    While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

    You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

    Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

    Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

    If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.