Touch Point Leadership: Creating Collaborative Energy Across Teams and Organizations

Enhanced descriptions from Syndetics:

The early 21st century has witnessed an erosion of trust in business leaders - in their capacity to deliver sustained growth and in the integrity which underpins their decisions.

In responding to these challenges, Touchpoint Leadership puts forward a new leadership paradigm, asserting that relationships are the primary asset of a business. Drawing on a diverse array of case stories from their coaching work, the authors demonstrate how successful leaders apply touch point principles to building critical business relationships - between individuals, teams and business entities - with significant results. They provide a developmental framework through which individuals can scrutinise their own leadership, inject it with new life and meaning and release the energy and creativity necessary for collective learning and growth.

Table of contents provided by Syndetics

• Our ethical code (p. ix)
• Acknowledgements (p. xi)
• Introduction (p. 1)
• The Touchpoint Leadership proposition (p. 2)
• The benefits of Touchpoint Leadership (p. 4)
• About this book (p. 6)
• 01 The case for Touchpoint Leadership (p. 9)
• The leadership challenge - and the paradoxes (p. 9)
• Seeing leadership through a new lens: the Touchpoint Leadership proposition (p. 12)
• The three domains of Touchpoint Leadership (p. 17)
• 02 Priming the touchpoint to become relational (p. 47)
• Being fully present at the touchpoint (p. 49)
• Personal growth through interaction at the touchpoint (p. 65)
• Developing a relational perspective (p. 75)
• Looking forward (p. 82)
• 03 Pivotal relationships - creating value within the organization (p. 85)
• Connecting and reinforcing difference (p. 87)
• Igniting connective energy at the touchpoint (p. 103)
• Holding the relational space (p. 109)
• Looking forward (p. 122)
• 04 Transforming partnership through the touchpoint (p. 125)
• Introduction (p. 125)
• The professional partnership 'brand in action' (p. 126)
• Building a coherent client relationship through connecting internal touchpoints (p. 142)
• Footnote: Partnering for client service across the business (p. 154)
• Summary (p. 156)
• 05 Building and sustaining the collaborative enterprise (p. 159)
• Introduction (p. 159)
• Building connective leadership - vertically and horizontally (p. 161)
• Catalysing connective learning (p. 174)
• Trusting to act responsibly and freely (p. 187)
• Conclusion (p. 189)
• 06 Developing touchpoint mastery (p. 192)
• Introduction (p. 192)
• A framework for learning (p. 195)
• The Touchpoint Leadership developmental framework (p. 197)
• Summary (p. 206)
• Index (p. 207)