MICHAEL MASTERSON has developed a loyal following through his writings in Early to Rise (www.earlytorise.com), an eNewsletter published by Agora that mentors more than 400,000 success-oriented individuals to help them achieve their financial goals. Masterson has been making money for himself or others for almost four decades. In that time, he's only taken two breaks—each time for two years. The first was after a stint with the Peace Corps where he came to appreciate relative values and the joy of teaching. The second came at age thirty-nine, when he retired from the $100 million-plus business that he and his partner built. Over the course of his remarkably successful business career, Michael's been involved in the development of dozens of successful businesses, including two that grew beyond $100 million. At one time or another, he's owned and run companies that were public/private, onshore/overseas, local/international, service-/product-oriented, retail/wholesale/direct mail, and even profit/not-for-profit.

• Introduction. PART ONE: SO YOU WANT TO BE A LEADER.Chapter One. What You Need (And Don’t) To Be a Good Leader.Chapter Two. Leading Sometimes Means Following.Chapter Three. Why News Managers Fail: The Most Common Leadership Pitfalls.Chapter Four. Thinking “Out of the Box”—What It Really Means.Chapter Five. Creative V.S. Reactive Leadership.Chapter Six. Making Difficult Decisions Easy: A 7 Step Plan.Chapter Seven. Reason Or Gut Instinct, Which Rules? (Separating The Men From the Boys).Chapter Eight. Are You Too Competitive?Chapter Nine. Mind Your Manners.PART TWO: LEAD BY EXAMPLE: SECRETS OF THE MOVERS AND SHAKERS.Chapter Ten. #1: Coming Up With The Big Idea.#2: Don’t Wait For Consensus.#3: Strengthen Your Ideas: The Leap From Contemplation to Testing.#4: Setting a Goal and Rallying The Troops.#5: Creating A Plan and Attaching a Deadline.#6: Following Up.#7: Create a Culture of Accountability.#8: Practice Makes Perfect.Chapter Eleven. How to Get Promoted.Chapter Twelve. The Power of Delegation.Chapter 13. Achieve More with aMentor.Chapter 14. Make Your Company Better and More Productive Today.PART THREE: SO YOU WANT TO BE A LEADER.Chapter 15. The Art of Criticism…The Skill of Praise: How Good Leaders Use Both to Their Advantage.Chapter 16. Three Communication Secrets of Highly Effective Leaders.Chapter 17. Speak More Powerfully…Leading by Persuasion.Chapter 18. How to be a Successful Negotiator: Handling Objections and Obstacles Like a Pro.Chapter 19. Standing Up to Business Bullies TheRight Way.Chapter 20. Asking Questions Like a Born Leader.PART FOUR: LEADING THE TROOPS DAY BY DAY.Chapter 21. Improving All of Your Relationships: How to Get People to Like You and Do What You Want.Chapter 22. Creating Stellar Employees with 5 Training Tips.Chapter 23. Transform Your Team into a Winning One.Chapter 24. How to Make Meetings Work The Way You Want Them To.Chapter 25. TheBest Way to Deliver Bad News: When to Write…When to Phone…When to Have Lunch.Chapter 26. What to do with Problem Employees (And Their Problems).Chapter 27. How to Fire People (Without the Agony).Chapter 28. The Secret to Getting Everybody (Including The Laggards) to Be More Productive.Summary.RecommendedReading.Index.

MICHAEL MASTERSON has developed a loyal following through his writings in Early to Rise (www.earlytorise.com), an eNewsletter published by Agora that mentors more than 400,000 success-oriented individuals to help them achieve their financial goals. Masterson has been making money for himself or others for almost four decades. In that time, he's only taken two breaks—each time for two years. The first was after a stint with the Peace Corps where he came to appreciate relative values and the joy of teaching. The second came at age thirty-nine, when he retired from the $100 million-plus business that he and his partner built. Over the course of his remarkably successful business career, Michael's been involved in the development of dozens of successful businesses, including two that grew beyond $100 million. At one time or another, he's owned and run companies that were public/private, onshore/overseas, local/international, service-/product-oriented, retail/wholesale/direct mail, and even profit/not-for-profit.

• Introduction. PART ONE: SO YOU WANT TO BE A LEADER.Chapter One. What You Need (And Don’t) To Be a Good Leader.Chapter Two. Leading Sometimes Means Following.Chapter Three. Why News Managers Fail: The Most Common Leadership Pitfalls.Chapter Four. Thinking “Out of the Box”—What It Really Means.Chapter Five. Creative V.S. Reactive Leadership.Chapter Six. Making Difficult Decisions Easy: A 7 Step Plan.Chapter Seven. Reason Or Gut Instinct, Which Rules? (Separating The Men From the Boys).Chapter Eight. Are You Too Competitive?Chapter Nine. Mind Your Manners.PART TWO: LEAD BY EXAMPLE: SECRETS OF THE MOVERS AND SHAKERS.Chapter Ten. #1: Coming Up With The Big Idea.#2: Don’t Wait For Consensus.#3: Strengthen Your Ideas: The Leap From Contemplation to Testing.#4: Setting a Goal and Rallying The Troops.#5: Creating A Plan and Attaching a Deadline.#6: Following Up.#7: Create a Culture of Accountability.#8: Practice Makes Perfect.Chapter Eleven. How to Get Promoted.Chapter Twelve. The Power of Delegation.Chapter 13. Achieve More with aMentor.Chapter 14. Make Your Company Better and More Productive Today.PART THREE: SO YOU WANT TO BE A LEADER.Chapter 15. The Art of Criticism…The Skill of Praise: How Good Leaders Use Both to Their Advantage.Chapter 16. Three Communication Secrets of Highly Effective Leaders.Chapter 17. Speak More Powerfully…Leading by Persuasion.Chapter 18. How to be a Successful Negotiator: Handling Objections and Obstacles Like a Pro.Chapter 19. Standing Up to Business Bullies TheRight Way.Chapter 20. Asking Questions Like a Born Leader.PART FOUR: LEADING THE TROOPS DAY BY DAY.Chapter 21. Improving All of Your Relationships: How to Get People to Like You and Do What You Want.Chapter 22. Creating Stellar Employees with 5 Training Tips.Chapter 23. Transform Your Team into a Winning One.Chapter 24. How to Make Meetings Work The Way You Want Them To.Chapter 25. TheBest Way to Deliver Bad News: When to Write…When to Phone…When to Have Lunch.Chapter 26. What to do with Problem Employees (And Their Problems).Chapter 27. How to Fire People (Without the Agony).Chapter 28. The Secret to Getting Everybody (Including The Laggards) to Be More Productive.Summary.RecommendedReading.Index.