Managing to Make a Difference
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Оглавление
Sternberg Larry. Managing to Make a Difference
PRAISE FOR MANAGING TO MAKE A DIFFERENCE
PREFACE
ACKNOWLEDGMENTS
INTRODUCTION
SECTION I. CULTIVATE POSITIVERELATIONSHIPS
CHAPTER 1. RELATIONSHIPS CREATE OPPORTUNITIES TO MAKE A DIFFERENCE
The Power and Importance of Relationships
CHAPTER 2. GET TO KNOW YOUR EMPLOYEES
Focus on You
CHAPTER 3. GO AHEAD, GET CLOSE TO YOUR PEOPLE
CHAPTER 4. ACCEPT PEOPLE AS THEY ARE
CHAPTER 5. TOLERATE UNDESIRABLE BEHAVIORS
CHAPTER 6. MAKE PEOPLE SIGNIFICANT
CHAPTER 7. PRIORITIZE ONE-ON-ONES
How Frequently Should You Meet?
How Long Should Those Meetings Last?
What Should You Discuss in These Meetings…And Who Should Decide?
CHAPTER 8. DON'T MAKE RELATIONSHIP CONFLICTS WORSE
Trust and Conflict – You Can Take the First Step
CHAPTER 9. APOLOGIZE
CHAPTER 10. FORGIVE
CHAPTER 11. CULTIVATE A GREAT RELATIONSHIP WITH YOUR BOSS
CHAPTER 12. EMBRACE THE EBB AND FLOW OF RELATIONSHIPS
SECTION II. ACCELERATE PEOPLE'S GROWTH
CHAPTER 13. ABANDON THE “FOLLOW SHIRLEY” METHOD
CHAPTER 14. HELP PEOPLE SELF-ACTUALIZE
CHAPTER 15. COACH TO IMPROVE PERFORMANCE
CHAPTER 16. OPTIMIZE FIT
CHAPTER 17. SET THE RIGHT EXPECTATIONS
CHAPTER 18. ASK THE RIGHT QUESTIONS
CHAPTER 19. KICK BUTT THE RIGHT WAY
SECTION III. MAXIMIZE ENGAGEMENT AND MOTIVATION
CHAPTER 20. EMPHASIZE THE WHY
CHAPTER 21. MEET PEOPLE'S NEEDS
CHAPTER 22. DON'T SIT ON GOOD PEOPLE
CHAPTER 23. RESIST THE TEMPTATION TO SEIZE CONTROL
CHAPTER 24. EMPOWER YOUR PEOPLE
Who Gets to Decide What?
CHAPTER 25. HARNESS DISCRETIONARY EFFORT
CHAPTER 26. SOLICIT VOLUNTEERS FOR UNPOPULAR TASKS
CHAPTER 27. CREATE A SENSE OF URGENCY
CHAPTER 28. SET CHALLENGING GOALS
CHAPTER 29. BE UNREASONABLY OPTIMISTIC
SECTION IV. BUILD EXTRAORDINARY TEAMS
CHAPTER 30. RECRUIT CONTINUOUSLY
CHAPTER 31. BET ON TALENT
CHAPTER 32. ENSURE THE RIGHT FIT
CHAPTER 33. MATCH THE RIGHT PEOPLE TO THE RIGHT TRAINING
CHAPTER 34. DELEGATE TO THE RIGHT PEOPLE
CHAPTER 35. ASK FOR COMMITMENT
36. INVEST YOUR TIME WITH TOP PERFORMERS
CHAPTER 37. CONDUCT OCCASIONAL TEAM-BUILDING EVENTS
CHAPTER 38. ADVANCE FROM TEAM TO FAMILY
CHAPTER 39. AVOID THE PETER PRINCIPLE
CHAPTER 40. DON'T LEAD PEOPLE ON
CHAPTER 41. SOMETIMES FIRING SOMEONE IS THE CARING THING TO DO
CHAPTER 42. NEVER BADMOUTH TOP PERFORMERS WHO RESIGN
CHAPTER 43. DON'T ALWAYS TAKE THE EASY WAY OUT
SECTION V. SHAPE YOUR CULTURE
CHAPTER 44. FOCUS ON THE RIGHT THINGS
Beware!
CHAPTER 45. EXEMPLIFY CULTURAL VALUES IN EMPLOYEE ORIENTATION
CHAPTER 46. WELCOME AND INTEGRATE NEW TEAM MEMBERS
CHAPTER 47. ADJUST TO ACCOMMODATE NEW EMPLOYEES
CHAPTER 48. CURATE YOUR ORGANIZATION'S FOLKLORE
CHAPTER 49. ENLIVEN CULTURAL VALUES AND EXPECTATIONS
CHAPTER 50. PROVIDE FREQUENT, CANDID FEEDBACK
CHAPTER 51. SHAPE A CULTURE OF RECOGNITION AND APPRECIATION
CHAPTER 52. EMOTIONALLY REHIRE PEOPLE
CHAPTER 53. CELEBRATE PERSONAL AND PROFESSIONAL ACCOMPLISHMENTS
CHAPTER 54. ASK, “HOW CAN I HELP?”
CHAPTER 55. ENCOURAGE EMPLOYEES TO HAVE FUN
CHAPTER 56. ADDRESS POOR PERFORMANCE
CHAPTER 57. ADDRESS BAD BEHAVIOR
CHAPTER 58. EXERT MORAL AUTHORITY
CHAPTER 59. RISE ABOVE THE POLITICS
CHAPTER 60. DON'T CHASE HEARSAY, RUMORS, OR GOSSIP
CHAPTER 61. SPEAK POSITIVELY ABOUT THOSE NOT PRESENT
SECTION VI. EMBRACE CHANGE
CHAPTER 62. EMBRACE UNCERTAINTY, BE CONFIDENT, INSTILL HOPE
CHAPTER 63. ENCOURAGE SUGGESTIONS. HAVE AN APPETITE FOR NEW IDEAS
CHAPTER 64. DON'T STRIVE FOR 100 PERCENT BUY-IN
CHAPTER 65. TAKE ACTION ON LEGACY EMPLOYEES
CHAPTER 66. REPLACE EMPLOYEES WHO ARE BLOCKING CHANGE
CHAPTER 67. OVERCOMMUNICATE DURING A MANAGEMENT TRANSITION
CHAPTER 68. PREPARE FOR THE UNKNOWABLE FUTURE
SECTION VII. INVEST IN YOUR OWN GROWTH
CHAPTER 69. DEVELOP YOURSELF
CHAPTER 70. DEFINE WHAT SUCCESS MEANS TO YOU
CHAPTER 71. SPEND MORE TIME ON THE 20
CHAPTER 72. BUILD YOUR STRENGTHS
CHAPTER 73. IF YOU HAVE BEEN NEWLY PROMOTED, JUST TAKE CHARGE
CHAPTER 74. IF YOU FEEL TRAPPED IN YOUR JOB, CHANGE SOMETHING
CHAPTER 75. TAKE STEPS TO FIT IN ON A NEW JOB
CHAPTER 76. HIRE SOME PEOPLE WHO CAN REPLACE YOU
CHAPTER 77. FIND A MENTOR
CHAPTER 78. BECOME A BETTER MENTEE
CHAPTER 79. EXPRESS YOUR GRATITUDE
ABOUT THE AUTHORS
Larry Sternberg, JD, Talent Plus Fellow
Kim Turnage, PhD
INDEX
Отрывок из книги
Larry Sternberg
Kim Turnage
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1. Managers do the coaching that hones potential into top performance. Top performers are 19 to 48 percent more productive than others, depending on the type of job.1
2. Managers influence at least 75 percent of the reasons people give for voluntary job turnover.2
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