You can change other people : the four steps to help your colleagues, employees-even family-up their game

You can change other people the four steps to help your colleagues, employees-even family-up their game

"People often say "you can't change other people." But that's not true. If you're a leader or a manager in an organization, you have to change other people. It's your job. If you care about the people in your life who aren't reaching their potential or, worse,...

Descripción completa

Detalles Bibliográficos
Otros Autores: Bregman, Peter, author (author), Jacobson, Howie, author
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley [2022]
Materias:
Communication in management.
Interpersonal relations.
Leadership.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009645696906719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Foreword
  • Part One A New Way to Help People (Because the Old Ways Don't Work)
  • 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
  • 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?
  • 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
  • Chapter 11 How to Initiate the Conversation: Do You Have a Minute?
  • 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
  • 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
  • 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
  • EULA.

Ejemplares similares