Читать книгу The Busy Leader's Handbook - Quint Studer - Страница 6
ОглавлениеCONTENTS
1 Cover
3 “Wait . . . Didn’t I Read This in Another Chapter?”
4 Section I The Leader in You: 1 Strive to Be Self-Aware and Coachable 2 Invite Feedback from Others and Don’t Take It Personally; Instead, Take Ownership Taking Ownership: Eliminating Excuses 3 To Be a Good Leader, First Learn to Be a Good Follower The Best Leaders Actually See Themselves as Followers Note 4 Quiet the Ego and Lead with Humility First, Diagnose: Do You Have a Humility Problem? 5 Let Values Be Your Guide 6 Be a Good Communicator 7 Know How to Get Things Done: Note 8 Get Intentional About Time Management Some Thoughts on Delegation 9 Grace Under Fire: 10 Change the Way You Think About Change Don’t Let Change-Resistant People Block Progress Note 11 Embracing Discomfort: 12 Clarity Counts: 13 Face Conflict Head-on: 14 Reaching Resolution: 15 Drill Down on Generalizations
5 Section II Optimizing Employee Performance 16 Creating a Positive Workplace Culture 17 The Secret to Strong Relationships: Get to Know Employees Through Rounding 18 Positive Recognition Changes Everything: Hardwiring a Thank-You Note System 19 Meaning, Purpose, and Engagement: What Kind of Leaders Drive a Sense of Purpose, Meaning, and Engagement? How to Be a “Best Odds” Boss for Engaging Employees Note 20 Help Employees Understand the Meaning of Their Work Note 21 Psychological Safety: Note 22 Know What the What Is for Others (and Communicate Your Own What) 23 Don’t Resort to We/Theyism; Don’t Let Others Practice It, Either 24 Create a Culture of Ownership Inside Your Company 25 Mentors Matter: How to Be a Great Mentee 26 Reducing Workplace Drama: 27 Make an Effort to Become a Millennial-Friendly Leader Note 28 Be a Positive Ambassador for Your Organization—and Teach Others to Do the Same
6 Section III Strategic/Foundational Topics 29 The Case for Structure: 30 Define and Live Your Mission, Vision, and Values Note 31 Set Big, Bold, Clear Goals and Communicate Them to All Employees 32 Put “Official” (Written) Standards of Behavior in Place 33 The Power of Metrics: 34 The Middle Manager Impact: Tips for Developing Your Middle Management Team Note 35 Hiring the Right People: A Few Things Not to Do The Interview Process: Peer Interviewing and Behavioral-Based Questions What to Look for in the Candidates You Interview 36 Retention: Set the New Employee Up for Success by Showing What Success Looks Like Keeping Your Great New Hires 37 Create a Training and Development System That Motivates Employees to Learn Note 38 Performance Reviews That Make a Difference 39 Customer Satisfaction Starts with Employee Engagement: 40 Put a Well-Run Meeting System in Place: How to Get the Most Out of Small-Group Meetings 41 Focus on What Right Looks Like: Note
10 Index
11 How Quint Studer Can Help Your Organization. . . and Your Community For Organizations. . . For Communities. . .
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