The Leader Lab
Реклама. ООО «ЛитРес», ИНН: 7719571260.
Оглавление
Tania Luna. The Leader Lab
Table of Contents
Guide
Pages
Core Skills to Become a Great Manager, Faster. THE LEADER LAB
The Backstory
Why Managers Matter
What a Manager Is (Today)
The Surprising Skills That Matter Most. Great Managers, Assemble!
What's in the Black Box?
Discovering Behavioral Units
The Manager Core: Your Leadership Swiss Army Knife
Your Leader Lab
How to Use This Book. As You Read
Mia the Manager
Practice Stations
Your Lab Reports
Bonus Inclusion Stations
I The Core BUs
1 Q-step
Version 1
Version 2: Do-Over
Version 1
Version 2: Do-Over
Q-stepping Helps Managers Become More Effective Faster in at Least Three Ways. 1. Q-stepping Helps You Diagnose the Underlying Problem Faster
2. Q-stepping Helps You Develop People's Skills Faster
3. Q-stepping Lets You Catalyze Commitment
Practice Station
My Learning Tracker
2 Playback
Version 1
Version 2: Do-Over
Playbacks Help Managers Make a Positive Impact Faster in Three Ways. 1. Playbacks Create Clarity Faster
2. Playbacks Catch Misunderstandings Faster
3. Playbacks Build Trust Faster
Practice Station
Sample Playbacks:
Version 1
Version 2: Do-Over
Version 1
Version 2: Do-Over
My Learning Tracker
3 Deblur
Sample Deblurring Questions
Practice Station
Three of the Biggest Reasons Managers Benefit from Deblurring. 1. Deblurring Prevents Miscommunication Faster
2. Deblurring Improves Feedback Faster
3. Deblurring Improves Decision-Making Faster
Practice Station
Version 1
Version 2: Do-Over
Version 1
Version 2: Do-Over
My Learning Tracker
4 Validate
Version 1
Version 2: Do-Over
Practice Station
Three Reasons the Validation BU Helps You Become a Better Manager Faster. 1. Validations Reduce Stress Faster
2. Validations Build Trust Faster
3. Validations Increase Employee Retention
Practice Station
My Learning Tracker
5 Linkup
Version 1
Version 2: Do Over
Version 3: Do-Over
Why the Linkup Is Such an Important Manager BU. 1. Linkups Create Alignment Faster
2. Linkups Enable Autonomy
3. Linkups Get You Buy-in Faster
Version 1
Version 2: Do-Over
Practice Station
My Learning Tracker
6 Pause
Practice Station
Let's Pause and Talk About Why Pausing Is So Important for Managers. 1. Pausing Creates Sustained Productivity
2. Pausing Sparks Innovation Faster
3. Pausing Resolves Conflict Faster
Version 1
Version 2: Do-Over
Sample Pauses
Practice Station
My Learning Tracker
7 Extract
Version 1
Version 2: Do-Over
Practice Station
Practice Station
My Learning Tracker
II The Core Skills
8 Coaching Skills
What Coaching Is (and Isn't)
The 4Cs: Noticing Coaching Moments Faster
The Coaching SOON Funnel
Version 1
SOON Funnel: “Success” Coaching Questions
Sample Success Questions
SOON Funnel: “Obstacles” Coaching Questions
Sample Obstacles Questions
SOON Funnel: “Options” Coaching Questions
Sample Options Questions
SOON Funnel: “Next Steps” Coaching Questions
Sample Next Steps Questions
Practice Station
Version 2: Do-Over
Q-step into Coaching
Practice Station
Q-step Q&A
Practice Station
My Learning Tracker
9 Feedback Skills
What Feedback Is (and Why It Matters)
Practice Station
How to Give Feedback Well
Version 1
Q-BIQ Method Part 1: Question
Q-BIQ Method Part 2: Behavior
Practice Station
Q-BIQ Method Part 3: Impact
Q-BIQ Method Part 4: Question
Practice Station
Version 2: Do-Over
How to Receive Feedback Well
Practice Station
How to Build a Feedback Culture Faster
1. Offer More Praise Than Criticism
2. Pull for Feedback Often
3. Create Feedback Touchpoints
My Learning Tracker
10 Productivity Skills
Version 1
Practice Station
Version 2: Do-Over
Time Awareness
Time Awareness Tool #1: Use Time Language
Time Awareness Tool #2: Start and Stop Meetings on Time
Time Awareness Tool #3: Suggest Doing a Time Audit
Prioritization
Prioritization Tool #1: Ask About MITs
Prioritization Tool #2: Use the Quadrant Method
Version 1: No Do-Over Needed!
Prioritization Tool #3: Use the Bucket Method
Organization
Organization Tool #1: Encourage a Consistent Capture System
Organization Tool #2: Create a Closed Loop Culture
Version 1: No Do-Over Needed!
Focus
Focus Tool #1: Co-create If-Thens
Focus Tool #2: Work in Pomodoros
Focus Tool #3: Use the Kanban System
Practice Station
My Learning Tracker
11 Effective One-on-Ones
Practice Station
Brain Craving #1: Certainty
How to Add Certainty to Your One-on-One Structure
How to Diagnose and Increase Certainty Through Your One-on-One Conversations
Version 1
Version 2: Do-Over
Sample Certainty Questions
Brain Craving #2: Autonomy
How to Add Autonomy to Your One-on-One Structure
How to Diagnose and Increase Autonomy Satisfaction in Your One-on-Ones
Version 1
Version 2: Do-Over
Sample Autonomy Questions
Brain Craving #3: Meaning
How to Add Meaning to Your One-on-One Structure
How to Diagnose and Increase Meaning in Your One-on-Ones
Version 1
Version 2: Do-Over
Sample Meaning Questions
Brain Craving #4: Progress
How to Add Progress to Your One-on-One Structure
How to Diagnose and Increase Progress in Your One-on-Ones
Sample Task Box: Write a Blog Post
Version 1: No Do-Over Needed!
Sample Progress Questions
Brain Craving #5: Social Inclusion
How to Build Social Inclusion Through Your One-on-One Structure
How to Diagnose and Increase Social Inclusion in Your One-on-Ones
Version 1: No Do-Over Needed!
Sample Social Inclusion Questions
Practice Station
Sample One-on-One Agenda Template
My Learning Tracker
12 Strategic Thinking
1. Gap Analysis
Version 1
Version 2: Do-Over
Practice Station
2. Linkup
Version 1
Version 2: Do-Over
3. The 3 Lenses Model
Version 1
Version 2: Do-Over
Practice Station
4. UC Check
Practice Station
5. Inclusive Planning
Practice Station
My Learning Tracker
13 Meetings Mastery
Version 1
Starting Meetings: 4P Opener
Sample Meeting Agenda
Version 2: Do-Over
Practice Station
“Inform” Meeting Tools
“Inform” Meeting Tool #1: Q-Storm
“Inform” Meeting Tool #2: Round-robins
“Inform” Meeting Tool #3: Rotate Roles
“Explore” Meeting Tools
“Explore” Meeting Tool #1: Defer Judgment
“Explore” Meeting Tool #2: Idea Quotas
Practice Station
“Explore” Meeting Tool #3: Cross-pollinate
“Narrow” Meeting Tools
“Narrow” Meeting Tool #1: Deblur the DACI
Practice Station
“Narrow” Meeting Tool #2: Impact/Feasibility Map
“Narrow” Meeting Tool #3: Pros, Cons, and Mitigations
Course Corrections
Practice Station
Version 2: Do-Over
My Learning Tracker
14 Leading Change
The Phases of Changes
Unfreeze Phase
Unfreeze Phase Tool #1: Hold a CAMPS Listening Tour
Version 1
Version 2: Do-Over
Unfreeze Phase Tool #2: Craft a Vision Statement
Version 1: No Do-Over Needed
Practice Station
Change Phase
Change Phase Tool #1: Simplify the Plan
Change Phase Tool #2: Plan Early Wins
Practice Station
Refreeze Phase
Refreeze Phase Tool #1: Overcommunicate
Refreeze Phase Tool #2: Create Behavioral Cues
Stay Slushy
Normalize Change
Version 1: No Do-Over Needed
Keep Change Normal
My Learning Tracker
15 People Development
Identify Business Needs: Capability Mapping
Version 1
Practice Station
Version 2: Do-Over
Identify Individual Needs: The Zoom Out Conversation
Practice Station
High Leverage Development: Get in the Venn Zone
Individual Needs Mismatch: Recruit
Business Needs Mismatch: Deblur Expectations
Missing Capability: Have a Gap Conversation
Individual Development Plans and 3Es
Individual Development Plan (IDP)
3E Model
Version 2: Do-Over (Continued)
Make Development a Theme
Set Development Expectations
Create a Cadence
Demarcate and Track
My Learning Tracker
Leader Lab Wrap-up
Core BUs, Skills, and Tools at a Glance
Mia the Manager
Your Leader Lab
References. The Backstory
How to Use This Book
Part I: The Core BUs. Chapter 1: Q-step
Chapter 2: Playback
Chapter 4: Validate
Chapter 5: Linkup
Chapter 6: Pause
Chapter 7: Extract
Part II: The Core Skills. Chapter 8: Coaching Skills
Chapter 9: Feedback Skills
Chapter 10: Productivity Skills
Chapter 11: Effective One-on-Ones
Chapter 12: Strategic Thinking
Chapter 13: Meetings Mastery
Chapter 14: Leading Change
Chapter 15: People Development
Acknowledgments
Author Bios
Index
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
Tania Luna
.....
At LifeLabs Learning, we had the unique opportunity of training people at many different companies around the world. So, every time we went into a company to lead workshops, we asked, “Who here is a great manager?” The people who were named again and again had the most engaged teams and a track record of achieving results. We also compared these “greats” with average managers. Our initial plan was to conduct interviews with the greats and the average, and look for differences in their answers. To make a long story short, this approach was mostly … a flop. When we asked managers which behaviors led to their success, the answers of the great and average folks were not predictive of performance. For example, guess which type of manager (average or great) most often said, “I think it's important to be a good listener.”
The answer? Nearly every manager talked about the importance of listening. So what actually made the greats different? We interviewed the managers’ teams to see if we could gather more helpful data. This approach yielded some interesting insights. For example, we learned there was no correlation between managers believing they were good listeners and their team members rating them as good listeners. But we were still no closer to understanding the behaviors that distinguished great managers.
.....