Phillip G. G. Clampitt & Robert J. J. DeKoch 
Transforming Leaders Into Progress Makers [EPUB ebook] 
Leadership for the 21st Century

SECTION ONE
1. Introduction
Our Purpose
Our Approach
2. Exploring
Attributes of Explorers
Exploring and Progress Making
Concluding Thoughts
3. Refining
Attributes of Refiners
Refining and Progress making
Concluding Thoughts
4. Platforms
How Platforms Emerge
Features of Platforms
Concluding Thoughts
5. Progress
Defining Progress
Implications of the Progress Definition
Concluding Thoughts
Progress Maker Profile: Oscar Boldt and The Boldt Company
6. The Progress Model
How the Progress Model Works
So What?
Concluding Thoughts
7. How Explorers and Refiners Make Progress
The Explorers Mode of Making Progress
The Refiners Mode of Making Progress
The Challenges Faced by Explorers and Refiners
Concluding Thoughts
8. Progress Makers
The Central Conundrum
The Progress Maker’s Response
Making the Right Choices
Progress Maker Profile: Ron Reed and the Discovery Channel
SECTION TWO
9. Envision the Future with Calculated Boldness
Defining the Concept
What Inhibits Calculated Boldness
What to Do?
Concluding Thoughts
Progress Maker Profile: Brigadier General H.R. Mc Master
10. Cultivate a Focused Flexibility Mindset
A Deeper Look at Focus and Flexibility
Why is Focused Flexibility so Difficult?
What to Do?
Concluding Thoughts
11. Enlarge the Circle of Engagement
The Concept
Why Don’t We Enlarge the Circle?
How do You Enlarge the Circle of Engagement?
Concluding Thoughts
Progress Maker Profile: Vicki Wilson and Door County Coffee & Tea
12. Foster the Growth of Investment-Worthy Employees
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
13. Seek, Nurture and Evaluate Actionable Ideas
Defining the Concept
Phases to Generate Actionable Ideas
Barriers
What to Do?
Concluding Thoughts
Progress Maker Profile: Laura Hollingsworth and The Des Moines Register & Gannett
14. Select, Detect, and Correct the Proper Errors
Background
Error Management Framework
The Counter Forces
What to Do?
Concluding Thoughts
15. Practice Receiver-Centric, Strategy-Based, Feedback-Driven Communication
Defining the Concept
Barriers
What to Do?
Concluding Thoughts
16. Conclusion
Appendix 1: Progress Makers
Appendix 2: UMM and the Origins of Focused Flexibility
Index
About the Authors

Robert J. De Koch received his Bachelor of Arts Degree from Lawrence University and his Masters Degree in Business Administration from the University of Wisconsin, Oshkosh. His career has spanned numerous manufacturing industries where he has held various management positions in operations, engineering, and research. He is currently the President and Chief Operating Officer for a major U.S. construction services firm, the Boldt Company (see www.theboldtcompany.com). He is also Co-Chairman of the Board of New North, Inc., a regional economic development initiative in Northeastern Wisconsin. The initiative’s mission is to harness and promote the 18-county region′s resources, talents and creativity for the purposes of sustaining and growing the regional economy (see www.thenewnorth.com). Throughout his career, Mr. De Koch has focused on developing work environments for high involvement and continuous learning. He has instituted progressive communication processes in the workplace to promote understanding, focus and alignment. He strives to build organizational relationships that foster innovative thinking, recognition of achievement, and genuine teamwork. He co-authored the book Embracing Uncertainty: The Essence of Leadership and leadership articles in various journals.