How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders.

The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions.

The seven tasks and the special challenges they entail in Leading Leaders are:

1. Direction - How do you negotiate a vision for the organization that other leaders will buy into?
2. Integration - How do you make stars a team?
3. Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward?
4. Education - How do you educate people who think they are already educated?
5. Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization?
6. Representation - How do you lead your organization’s outside constituents while still leading leaders inside?
7. Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?

Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.

How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders.

The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions.

The seven tasks and the special challenges they entail in Leading Leaders are:

1. Direction - How do you negotiate a vision for the organization that other leaders will buy into?
2. Integration - How do you make stars a team?
3. Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward?
4. Education - How do you educate people who think they are already educated?
5. Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization?
6. Representation - How do you lead your organization’s outside constituents while still leading leaders inside?
7. Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?

Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.

How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders.

The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions.

The seven tasks and the special challenges they entail in Leading Leaders are:

1. Direction - How do you negotiate a vision for the organization that other leaders will buy into?
2. Integration - How do you make stars a team?
3. Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward?
4. Education - How do you educate people who think they are already educated?
5. Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization?
6. Representation - How do you lead your organization’s outside constituents while still leading leaders inside?
7. Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?

Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.