48 Things Gifted Bosses Know.

PART I: 90-10-0: The Formula for Leadership Success.

Number 1: Hiring Is Motivation, or It’s Less Work to Get 100 Percent Improvement than 10 Percent Improvement 2

Number 2: You Can Change People, or You Can Change People.

Number 3: The First Step to Finding Star Employees Is Believing That They Exist, or How to Make the Playing Field as Un-Level as Possible.

Number 4: You Can Lead an Employee to Water, but If You Find One Who Knows a Better Path to the Water, Shut Up and Get a Bucket.

PART II: From Employees to Allies.

Number 5: Those Aren’t Employees (or Friends, Enemies, Family, or Students)—Those Are Allies.

Number 6: Those Aren’t Former Employees—Those Are Graduates.

Number 7: You Never Get Rid of Anyone.

Number 8: It’s Not Closure That’s Needed—It’s Aperture.

Number 9: How Two Allies (a Great Employee and a Gifted Boss) Find Each Other.

Number 10: Assume the Best, Part I: The Art of Being a True Ally.

Number 11: Assume That the Best Employees ALWAYS KNOW.

Number 12: What’s a Great Employee Worth?

PART III: The Graceful Art of De-Hiring.

Number 13: Replacing People Is so Hard for Most Bosses That They Don’t Do Enough of It.

Number 14: You Are Becoming Your Coworkers.

Number 15: A Meeting Moves at the Pace of the Slowest Mind in the Room.

Number 16: Firing Takes Guts—De-Hiring Requires Heart.

Number 17: Assume the Best, Part II: The Genius Lurking Inside.

Number 18: The My-Situation-Is-Different Myth: De-Hiring Works in Any Type of Business or Industry, Even Government.

Number 19: Intelligent Failing.

Number 20: You Can’t Buy Love from Fired Employees.

Number 21: From Set-Up-to-Fail to Set-Up-to-Be-a-Hero.

Number 22: You Aren’t Just Changing Employees—You’re Changing Lives.

Number 23: Lessons from a Master of the Art of De-Hiring.

PART IV: Inspiring, Effortless Leadership (The First Step in Hiring Great Employees).

Number 24: You Can Take Credit, but You Can’t Give It Away 86

Number 25: Effortless Leadership, Part I: No One Wants to Be Managed, so Stop Doing It.

Number 26: Effortless Leadership, Part II: Management by Asking Questions.

Number 27: Effortless Leadership, Part III: The One Who Manages Least, Manages Best.

Number 28: Effortless Leadership, Part IV: Winning versus Working.

Number 29: Guess What Kind of Employee Is Attracted to Average Pay?

Number 30: Never Bet on Employees Who Don’t Want to Bet on Themselves.

Number 31: What’s the Score? or How to Go from Shooting Around to Playing to Win.

Number 32: You Get What You Pay For: What Employees Believe They Get Paid For, Not What You Thought You Were Paying For.

Number 33: When the Inspired Culture Takes over the Hiring and De-Hiring.

PART V: Hiring Is What You Do So You Don’t Have to Manage (and It’s What You Do with Some of the Time You Save by Not Having to Manage).

Number 34: Hiring Is More Important than Sales.

Number 35: The Hiring Pipeline: The Best Selection Process in the World Is Only Capable of Picking the Best Person in the Competition.

Number 36: Contrarian Hiring, Part I: The Underground Talent Market.

Number 37: If You’re Feeling Insulted Right about Now.

Number 38: Contrarian Hiring, Part II: Finding Unusual People in the Usual Places.

Number 39: Contrarian Hiring, Part III: The Action Interview.

Number 40: Contrarian Hiring, Part IV: It’s Not Just a Job—It’s a Break.

Number 41: Contrarian Hiring, Part V: Hunting for New Talent Pools and/or Doing Pool Construction.

Number 42: Being Worthy of the Best Talent: In the Long Run, You Get the Employees You Deserve.

Number 43: If You Want Great Performances, You Have to Provide a Great Audience.

Number 44: If You Don’t Have a Great Story, You Don’t Have Great Employees or a WOMPing Good Place to Work.

PART VI: Understanding Bureaucrats, Upper Management, and Other Distractions.

Number 45: The Unspoken Assumption of Bad Management and Bad Marketing.

Number 46: The Team Makes the Stars While the Stars Make the Team.

Number 47: Your Work Is Only Part of Your Job.

Number 48: Leading via Happiness.

Final Thoughts.

Acknowledgments and Sources.

About the Author.