Beyond the call why some of your team go the extra mile and others don't show
Why some team members go the extra mile while others don't--and how to get more out of everyone Business leaders know that some members of their teams go above and beyond while others get by doing the bare minimum. The question on everyone's lips is how to turn every member of your organiz...
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex :
Wiley
c2013.
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| Edición: | 2nd ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628583706719 |
Tabla de Contenidos:
- Title page; Copyright page; Contents; Foreword; 1: Discretionary Effort and the Case of the Mysterious Mr Underhill; Roman taxis; Leveraging your human capital; Action beyond engagement; People power; Engagement, discretionary effort and coercion; A different perspective on performance; 2: A Manifesto for Discretionary Effort; A solid foundation; Towards a model of discretionary effort; Testing the model; The drivers; Internal drivers; External drivers; Discretionary effort drives improved performance; Closing the gap - a manifesto for discretionary effort; 3: Free to Decide
- Choosing your bossFreedom from the micro managers; Creating a culture for autonomy and empowerment; Without fear; Coach, don't do; Freedom within frameworks; Hiring, values and behaviours; The value of values; The power of empowerment; Free to decide - Action Points; 1. Run meetings with high inclusion and ownership; 2. Ask 'How do you like to be managed?'; 3. Provide cover; 4. Expect things to be different; 4: Getting to Know You; Treat people differently; How do I get to know my people?; Different strokes, for different folks; Room to be yourself; Targeted rewards; Walk the floors
- Not just what you do - but how you do itPersonal leadership behaviours; After you; The leader as coach and mentor; Staying in touch with who you are; Showing everyone that you love what you do; Putting others first - Action points; 1. Be accountable - keep promises and admit mistakes; 2. Mentor and coach; 3. Don't gossip - avoid talking about co-workers, line managers, customers or the company when they are not present; 4. Notice your own shadow; 5. Work with truth not perception - be transparent, talk straight; 6. Be the best self you can be; 6: Fair's Fair
- Perceptions of organizational fairness as a wholeProcedural justice; People that are not pulling their weight; Favouritism; Tackling inequity; Managing expectations; Performance plan; The internal promotion process; Reward and recognition; Playing fair; Fair's Fair - Action Points; 1. Listening meetings - a specific time to listen not to brief; 2. Understanding the whole; 3. Talk straight, be fair, and treat everyone equally; 4. Attitudes and perceptions; 7: Team Talk; Teams and discretionary effort; Team means different things to different people; Alignment; On your team; Knowledge share
- Formal team building events
