Paul McCarthy 
The FIRED Leader [EPUB ebook] 
Reinventing the Future of Leadership

• Cover Page


• Title Page


• Copyright Page


• Contents


• Acknowledgements


• Foreword


• Part I| Leadership is broken
  
  
  
  • 1| Introduction
    
    
    
    • Don’t shoot the messenger
    
    
    • Tallying the failure of leadership
    
    
    • Don’t ignore your saviors
    
    
    • F.I.R.E.D. Leadership
    
    
    • Why I wrote this book
    
    
    • Ego-based leadership landmines
    
    
    • Sparks from this chapter
    
    
  
  
  • 2| The cost of leadership dysfunction
    
    
    
    • What ‘normal’ looks like
    
    
    • It’s ‘normal’. That doesn’t make it right
    
    
    • Perpetuating the vicious cycle
    
    
    • The price of toxicity
    
    
    • What we’re missing
    
    
    • Sparks from this chapter
    
    
  
  
  • 3| Today’s failure to develop tomorrow’s leaders
    
    
    
    • Drowning out the voices you need to hear
    
    
    • A glimpse of the skills your leaders need… and aren’t getting
    
    
    • Things need to change – especially when they don’t work
    
    
    • New organizational structures = new leadership needs
    
    
    • Sparks from this chapter
    
    
  
  
  • 4| The 13 unlucky steps to leadership identification, recruitment, onboarding, and development
    
    
    
    • 1. Introductions
    
    
    • 2. Informal 1:1s
    
    
    • 3. Formal interviews
    
    
    • 4. New hire processes
    
    
    • 5. Onboarding Orientation
    
    
    • 6. The honeymoon period
    
    
    • 7. Prescribed learning pathway
    
    
    • 8. Formalized 1:1 coaching
    
    
    • 9. Learning and development checklist
    
    
    • 10. Performance metrics
    
    
    • 11. Performance coaching and mentoring
    
    
    • 12. Annual performance review
    
    
    • 13. To promote or not to promote
    
    
    • Sparks from this chapter
    
    
  
  


• Part II| F.I.R.E.D. leadership
  
  
  
  • 5| F is for fresh thinking
    
    
    
    • Fresh thinking in action
    
    
    • Fresh thinking in absentia
    
    
    • Refusing to listen to the prophets of doom
    
    
    • Seeing Fresh Thinkers for who they really are
    
    
    • Identifiers of fresh thinking
    
    
  
  
  • 6| I is for inquisitive nature
    
    
    
    • Suppressing inquisitive natures
    
    
    • Why curiosity is crucial
    
    
    • The hypocrisy of valuing curiosity
    
    
    • Encouraging your inquisitives
    
    
    • Identifiers of being inquisitive
    
    
  
  
  • 7| R is for real and accountable
    
    
    
    • The masks we wear
    
    
    • The art of authenticity
    
    
    • The art of accountability and responsibility
    
    
    • Identifiers of being real and accountable
    
    
  
  
  • 8| E is for expressive and challenging
    
    
    
    • Seeing your challengers in a different light
    
    
    • Expressive and challenging in the real world
    
    
    • Listening and inviting challenge: The other side of the coin
    
    
    • Identifiers of being expressive and challenging
    
    
  
  
  • 9| D is for direct and transparent
    
    
    
    • The games we’re forced to play
    
    
    • The high stakes at the table
    
    
    • Review of Test Data Indicates Conservatism for Tile Penetration
    
    
    • Identifiers of being direct and transparent
    
    
  
  


• Part III| Continue the conversation


• Notes


• Index

Paul Mc Carthy’s career in management and leadership consulting spans over 25 years and he has worked with almost 100 organizations across the world in over 15 different industries and directly with thousands of leaders to develop their leadership capacity, capability and competency. He has developed leaders in the UK, Europe, US, Canada, Australia, New Zealand, Dubai and Sri Lanka. During his tenure with Deloitte and KPMG, Paul was positioned as each firm’s subject matter expert across Canada for both Talent Management and Leadership Development, often being brought in to speak with C-suite leaders on current and future trends, challenges and opportunities in the future of work and leadership. He provides advice, guidance and has real experience of supporting leaders and leadership teams through the process to adapt how they see the future of leadership and organizations, bringing a disruptive, yet evidence-based, experiential, and experimental approach that is beginning to shift the narrative within and beyond organizations.