Оглавление
George B. Bradt. Influence and Impact
Table of Contents
Guide
Pages
Praise for Influence and Impact
Influence and Impact. Discover and Excel at What Your Organization Needs From You The Most
Acknowledgments
Bill Berman:
George Bradt:
Introduction*: Enhance Your Influence and Impact by Focusing on the Mission-Critical Parts of Your Role and Adapting to the Culture of the Organization
Why You Need This Book
Note
CHAPTER 1 Get What You Want by Doing What Your Organization Needs: The One Change You Need to Make
What Gets in the Way?
Doing What Is Easier
Tip for Leaders
Doing the Job You Wish You Had
Doing What Is Familiar
Doing What You Expected
Doing It “Your Own Way”
Whom We Tend to Blame—And Why It Doesn't Work
Focusing on Your Manager
Focusing on Your Team
Focusing on Your Company
Why Externalizing Rarely Works
Getting Unstuck
Key Takeaways
End Notes
CHAPTER 2 You Have More Power than You Realize
The Solution, Step 1. Accept the Context
Accept Your Emotions
Accept That You Are Not in Control of the Job
Accept That No One Is Perfect and That Everyone Needs to Adapt to Be Effective
The Solution, Step 2. Rediscover Your Value*
Creating Your Authentic Leadership. Guest Contributor: Carol Kauffman, Ph.D., ABPP
Examine Your Style
Strengths, Opportunities for Growth, Values, and Preferences
Strengths
Opportunities
Values
Worksheet 2.1 Values Checklist
Preferences
Insight
Insight
Worksheet 2.2 SOVP Analysis: Strengths, Opportunities, Values, and Preferences
Examine Your Mental Models
Define Your Mission
Worksheet 2.3 Define Your Mission
Examine Your Long-Term Objectives
The Solution, Step 3. Do the Job Needed the Most
Key Takeaways
Note
End Notes
CHAPTER 3 Discover the Essentials of Your Job: Collect the Data
Know Your Business
Mission, Vision, and Values
Business Strategy
Know the Organizational Culture
Worksheet 3.1 Business and Functional Strategies
Worksheet 3.2 Cultural Dimensions
Know Your Manager(s)
Ask the Right Questions
Observe Your Manager
Tip for Leaders
Worksheet 3.3 Questions for Manager (Answers and Observations)
Insight
Know Your Stakeholders. Identify Your Stakeholders
Worksheet 3.4 Stakeholder Planning
Ask the Right Questions
Worksheet 3.5 Stakeholder Questions (Answers and Observations)
Know the Criteria You Will Be Assessed On. Guest Contributor: Ben Dattner, Ph.D
Observe Your Stakeholders
Insight
Conclusion
Key Takeaways
End Notes
CHAPTER 4 Now Write Your Working Job Description: The Essential What and How of Your Role
Take One More Look Back at the Beginning
The Motivation
The Expectations and Responsibilities
The Relationships
The Accountabilities
Summarize the Data
The Mission
The Deliverables
The Stakeholders
The Cultural Norms
Your Manager and Their Direct Reports (Your First Team)
Your Direct Reports (Your Main Team)
Stand in Their Future
Your Working Title
Worksheet 4.1 The Working Job Description
Evaluate the Working Job Description
Key Takeaways
End Notes
CHAPTER 5 What If Bias Keeps You from Being Effective?: Increasing Influence in Difficult Contexts
Calibration
Information
Demonstration
Negotiation
Transformation
Key Takeaways
End Note
CHAPTER 6 Now That You Know the Truth About What Your Organization “Actually” Needs from You: Do You Still Want This Job?
The Pivot Point
Can You Do the Work?
Insight
Can You Operate in This Organization and for This Boss?
Will the Job Bring You Value or Meaning?
The Moment of Truth
Key Takeaways
End Notes
CHAPTER 7 Build Your Personal Strategic Plan™: Set Your Course to Increased Influence and Impact
Your Working Mission
Your Ways of Working
Self-Awareness and Self-Regulation. Guest Contributor: Hy Pomerance, Ph.D
Your Change Objectives
Business-Focused Change Strategies
Interpersonal Change Strategies
Organizational Change Strategies
Personal Strategic Plan™
Worksheet 7.1 Personal Strategic Plan™
Key Takeaways
End Notes
CHAPTER 8 Work Your Growth Plan, Build Your Influence: Putting Your Plan into Action
Growth Plans Are All About the Details
Set Smart Actions for Each Objective
Involve Others
Engage Your Manager in Your Process
Alignment Is Everything. Guest Contributor: Joe Garbus
Implement Your Changes: The Three Parts of Behavior Change
Making the Change
Insight
Getting Others to Notice
Change-ability. Guest Contributor: Aithan Shapira, MFA Ph.D
Getting Others to Believe
Insight
Key Takeaways
End Notes
CHAPTER 9 Take on More Responsibility, Expand Your Impact, and Enjoy the Benefits: Sell Your Value Without Selling Yourself
Demonstrate Your Value
Deliver Results, Consistently
Insight
Find Ways to Innovate
Delivering Through Crises. Guest Contributor: Erica L. Spencer, Ph.D
Solve Problems for Your Manager (and Your Manager's Manager)
Address the Needs of Your Stakeholders
Adapt to the Context and Show Grit for the Mission
Communicate Your Value
Talk About The Work
Bring Insights
Synthesize Multiple Perspectives
Bring Your Team with You
Take Responsibility for Problems
Back Up Your Team
Grow Your Value. Put Your Hand Up
Jump In and Fill the Gap
Key Takeaways
Note
End Notes
CHAPTER 10 Getting Over the Job You Thought You Had: Managing Emotions and Moving Forward
Understanding Your Emotions
Resilience. Guest Contributor: Leo F. Flanagan, Jr., Ph.D
Working Through, Around, and Over Emotions. Self-Understanding
Behavioral Methods
Cognitive Methods
Interpersonal Methods
Narrative Methods
Embrace a New Reality
Key Takeaways
End Notes
CHAPTER 11 Negotiate for a Better Role Inside Your Organization: Find a Fit for Your Strengths and Influence
Personal Strategic Plan for Role Change
Personal Mission and Long-Term Objectives
Ideal Job Criteria
Your Personal Current Working Mission and Strengths and Growth Opportunities
Insight
Take a Strategic Approach
Look for Tactical Opportunities
New Role, New Manager
Talent Scouting. Guest Contributor: Kerry Bessey
Building a Network Beyond Your Direct Line
Awareness
Tip for Leaders
Interest
Desire
Action
Key Takeaways
Worksheet 11.1 Personal Strategic Plan™—For Role Change
End Notes
CHAPTER 12 Make a Plan to Move On: Sometimes You Need a Fresh Start
Insight
Position Yourself to Create Value for Others
Uncover and Create Options. Uncover Options That Already Exist
Create Options That Should Exist
Prepare for and Handle Interviews Better than Anyone Else
Time to Move On. Guest Contributor: Barry A. Schub
Sell First, Then Buy
Take Charge of Your Own Onboarding
Organizational Risk
Role Risk
Personal Risk
Now What?
Key Takeaways
Note
End Notes
CHAPTER 13 A Primer for Managers: How to Coach Your Employees to Increase Their Influence and Impact
End Notes
About the Authors. Bill Berman
George Bradt
Guest Contributors
References
Index
WILEY END USER LICENSE AGREEMENT
