Оглавление
Howie Jacobson. You Can Change Other People
Table of Contents
Guide
Pages
You Can Change Other People. The Four Steps to Help Your Colleagues, Employees—Even Family—Up Their Game
FOREWORD
CHAPTER 1 WHY IT'S IMPORTANT TO CHANGE OTHER PEOPLE: BRIAN'S $170,000,000 TURNAROUND
CAN YOU REALLY CHANGE OTHER PEOPLE?
A TOUR OF THE BOOK
PART ONE: A NEW WAY TO HELP PEOPLE (BECAUSE THE OLD WAYS DON’T WORK)
PART TWO: THE FOUR STEPS
NOTES
CHAPTER 2 PEOPLE DON'T RESIST CHANGE—THEY RESIST BEING CHANGED: YES, I WANT THAT THIRD BOWL OF ICE CREAM!
CHAPTER 3 POWER 1: OWNERSHIP: WHOSE SPREADSHEET IS IT ANYWAY?
NOTE
CHAPTER 4 POWER 2: INDEPENDENT CAPABILITY: SPENCER THINKS HE'S HELPING, BUT HE'S NOT
CHAPTER 5 POWER 3: EMOTIONAL COURAGE: IF YOU ARE WILLING TO FEEL EVERYTHING, YOU CAN DO ANYTHING
CHAPTER 6 POWER 4: FUTURE-PROOFING: CHANGE IS A FUTURE THING
PART TWO THE FOUR STEPS
STEP ONE SHIFT FROM CRITIC TO ALLY
CHAPTER 7 BECOME AN ALLY: THE RAMONA PROBLEM
CHAPTER 8 BE YOUR OWN ALLY FIRST: FIND YOUR POSITIVE INTENT
BODY
MIND
EMOTIONS
INTENT
CHAPTER 9 THEN BE YOUR PARTNER'S ALLY: FIND THEIR POSITIVE INTENT
CHAPTER 10 HOW TO GET PERMISSION TO HELP: SILVER PLATTER OPPORTUNITIES
THE PERMISSION FORMULA
WHEN THEY ASK YOU FOR ADVICE
WHEN THEY WANT YOU TO DO IT FOR THEM
WHEN THEY COMPLAIN TO YOU
NOTE
CHAPTER 11 HOW TO INITIATE THE CONVERSATION: DO YOU HAVE A MINUTE?
INITIATING THE CONVERSATION WITH A COLLEAGUE
INITIATING THE CONVERSATION WHEN IT'S PURELY PERSONAL
INITIATING THE CONVERSATION WHEN IT'S NONE OF YOUR BUSINESS
CHAPTER 12 DON'T RELY ON YOUR POSITION OF POWER: ARE YOU WILLING TO TRY SOMETHING?
HOW TO USE POSITIONAL POWER IN THE WORKPLACE
CHAPTER 13 STAY ON TRACK: PITFALLS TO AVOID
GETTING STUCK IN A COMPLAINT/EMPATHY LOOP
FORCING A YES
REFUSING TO TAKE “NO” FOR AN ANSWER
RUSHING
BECOMING DEFENSIVE
STEP 2 IDENTIFY AN ENERGIZING OUTCOME
CHAPTER 14 PROBLEMS ARE SIGNPOSTS POINTING TO ENERGIZING OUTCOMES: NO MORE CODE, NO MORE BUGS
CHAPTER 15 MAKE IT POSITIVE: TRANSFORM “DON'T WANT” INTO “DO WANT”
CHAPTER 16 MAKE IT CLEAR: GET TO SHARED CLARITY
USING EMPATHY TO DRIVE CLARITY
CHAPTER 17 MAKE IT MEANINGFUL: GET TO WHAT MATTERS
STEP 3 FIND THE HIDDEN OPPORTUNITY
CHAPTER 18 BECOME A SCIENTIST: THEY'RE NOT LEARNING FROM YOU; THEY'RE LEARNING WITH YOU
THE OPPORTUNITY STEP IN ACTION
WHAT'S HAPPENING NOW?
WHAT HAVE YOU TRIED?
HOW CAN YOU USE THE PROBLEM TO ACHIEVE YOUR ENERGIZING OUTCOME?
CHAPTER 19 QUESTION 1: WHAT'S HAPPENING NOW?: EXPLORE THE PROBLEM IN DEPTH
SEPARATING DATA FROM INTERPRETATION
HOW TO SHIFT FROM GENERALIZATIONS TO SPECIFICS
CHAPTER 20 QUESTION 2: WHAT HAVE YOU TRIED?: WHAT WORKED AND WHAT DIDN'T?
AND WHAT ELSE?
AND WHAT ELSE?
WHAT DID THAT LOOK LIKE?
PAST ATTEMPTS CAN TELL YOU WHY THEY'RE STUCK
WHAT IF THEY HAVEN'T TRIED ANYTHING?
CHAPTER 21 QUESTION 3: HOW CAN YOU USE THE PROBLEM TO ACHIEVE YOUR ENERGIZING OUTCOME?: THANK GOODNESS FOR THIS PROBLEM
FIND THE UPSIDE IN THE DOWNSIDE
FIND THE SYSTEM UPGRADE OPPORTUNITY
WHEN THE PROBLEM LOOKS LIKE A SKILLS GAP
THE OPPORTUNITY IN A DYSFUNCTIONAL HABIT
THE OPPORTUNITY IN FEAR
CHAPTER 22 HOW NOT TO GET DISTRACTED: KEEP YOUR GPS ON
DISTRACTION: BLAMING OTHERS
DISTRACTION: SELF-CRITICISM
DISTRACTION: FEAR THAT THE FUTURE WILL ECHO THE PAST
HOW TO BECOME DISTRACTION-PROOF: EMOTIONAL COURAGE
STEP 4 CREATE A LEVEL-10 PLAN
CHAPTER 23 CRAFT THE PLAN: MOVE FROM INSIGHT TO TRACTION
CHAPTER 24 TASK 1: IDENTIFY OPTIONS: LET'S PUT THAT ON THE LIST. WHAT ELSE MIGHT YOU TRY?
TIPS TO HELP IDENTIFY OPTIONS
WHAT ELSE?
WHAT ABOUT YODA?
HOW TO HELP GENERATE OPTIONS
EXPAND OPTIONS BY LOWERING THE BAR FOR SUCCESS
EXPAND OPTIONS BY RECALLING PAST ATTEMPTS
EXPAND OPTIONS THROUGH WHAT-IFS
EXPAND OPTIONS THROUGH EMOTIONAL COURAGE CHALLENGES
EXPAND OPTIONS THROUGH “OPPOSITE DAY” QUESTIONS
EXPAND OPTIONS THROUGH LADDERING
HOW TO SUGGEST OPTIONS
CHAPTER 25 TASK 2: CHOOSE THE PATH FORWARD: IF YOU DID KNOW, WHAT WOULD IT BE?
ASK FOR DETAILS
IDENTIFY AND EXPLORE RISKS
BRAINSTORM WAYS TO MITIGATE RISKS
ROLE-PLAY TO IDENTIFY AND MITIGATE RISKS
WHEN THEY DON'T KNOW WHAT TO DO
WHEN YOU THINK THEY'RE MAKING A MISTAKE
CHAPTER 26 TASK 3: COMMIT TO THE PLAN: WHAT, HOW, AND WHEN?
THE POWER OF WHEN/THEN
GETTING TO LEVEL 10—OR AS CLOSE AS POSSIBLE
HOW WILL THEY MEASURE SUCCESS?
AGREE TO FOLLOW UP
THE FOLLOW-UP
CHAPTER 27 TAKING THE FOUR STEPS INTO YOUR WORLD: YOU CAN CHANGE OTHER PEOPLE
ACKNOWLEDGMENTS
ABOUT THE AUTHORS. PETER BREGMAN
HOWIE JACOBSON
WILEY END USER LICENSE AGREEMENT
