Tabla de Contenidos: “…-- Creating psychological safety -- The leader as coach -- Managing conflict -- Five secrets of high-performing teams -- Quiet quitting and other headwinds -- Leading through crisis -- Succession planning: how and why to obsolete yourself as quickly as possible -- Summary -- References and further reading -- 8. …”

Tabla de Contenidos: “…Avoiding silos and building trust -- 2.2. The leader as a coach -- 2.3. The best for the whole may not be the best for each part -- 2.4. …”

Tabla de Contenidos: “…Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Introduction: The Corporate Mountain -- Chapter 1 Find Your Purpose and Your Passion: The Resignation Letter That Led Me Back to My Truth -- Lesson 1.1: Prioritize Your Purpose -- Lesson 1.2: Link Your Passion to Your Profession -- Lesson 1.3: Think Bigger Than Yourself -- Chapter 2 Embrace Your Defining Moments: A Bright Future Is Only Built Upon the Foundations of Your Past -- Lesson 2.1: Find Your Roots -- Lesson 2.2: Learn from Your Heroes and Sheroes -- Chapter 3 Reclaim Your Seat: Reaching the Top Is Not as Difficult as Staying There -- Lesson 3.1: Build Your Personal Board of Directors -- Lesson 3.2: Therapy Is Preventive Medicine -- Lesson 3.3: Get a Coach! -- Chapter 4 Harness Your Distinctions: The First Time You Discover Your Racial Identity Is Life-Transforming -- Lesson 4.1: Harness Your IDMs -- Lesson 4.2: Guard Against Excessive Skepticism -- Chapter 5 Job Interviews Happen Every Day: How Shampoo Changed My Life and Started My Career -- Lesson 5.1 Every Day Is an Interview for Your Next Promotion -- Lesson 5.2: Treat the Company Like You Own It -- Chapter 6 Make the Most of Your Mentor: The Right Mentor Makes All the Difference in the World -- Lesson 6.1: Find the Right Mentor -- Lesson 6.2: Becoming a Mentee Takes TIME -- Chapter 7 Recognize and Harness Your Champions: Champions Are Larger-Than-Life People Who Give You a Boost -- Lesson 7.1: Champions Are Not Mentors -- Lesson 7.2: Embrace the Discomfort of Accepting Help from Afar -- Lesson 7.3: Champions Come in All Shapes and Sizes -- Chapter 8 Overcome the Entry-Level Blues: What to Do When You Feel Like You're Running in Place -- Lesson 8.1: Volunteer for Projects -- Lesson 8.2: Beware the Consequences of Code-Switching -- Lesson 8.3: Learn When to Call on Your Allies…”

Tabla de Contenidos: “…-- 11.1 Introduction -- 11.2 5G Achievements and Open Challenges -- 11.3 The Challenges on the 5G Frontier -- 11.4 The Oral Cavity as Device or Node -- 11.5 FutureWork -- References -- About the Authors -- Chapter 12 - 802.11ax for 5G -- 12.1 Introduction -- 12.2 802.11ax Features -- 12.3 Interoperability and Mode Detection -- 12.4 OFDMA -- 12.5 Uplink MU-MIMO -- 12.6 Range Extension -- 12.7 Dynamic CCA -- 12.8 Conclusions -- References -- About the Author -- Chapter 13 - 5G for Personalized Health and Ambient Assisted Living -- 13.1 Introduction -- 13.2 Technology to Support Personalized Health and Ambient Assisted Living -- 13.2.1 Exercising at Home -- 13.2.2 Movement Analysis and Monitoring -- 13.2.3 Personal Coaching Systems -- 13.2.4 The Caring Home -- Supportive Home Environments -- 13.3 Opportunities Due to 5G -- 13.3.1 Movement Analysis and Monitoring -- 13.3.2 Personal Coaching Systems -- 13.3.3 The Caring Home -- 13.4 Discussions -- References -- About the Author -- Chgapter 14 - Multi Business Model Innovations in a World of 5G - Towards a World of Advanced Persuasive Business Models Embedded with Sensor- and Persuasive Technologies -- 14.1 Introduction -- 14.2 Persuasive Business Models and Business Model Language -- 14.3 AWorld of 5G and Persuasive Business Models -- 14.4 Persuasive Business Models and Business Model Language in a World of 5G -- 14.5 Conclusions -- References -- About the Author -- Index -- Back Cover…”

Tabla de Contenidos: “…-- The "Aha" Moment -- Breaking the Mold -- Endnotes -- Chapter 6: Millennials: Facts and Fictions -- It's Not a Generational Issue -- Raging Hormones -- The Most Educated -- Accustomed to Diversity -- Raised to Be Confident -- Independently Minded -- How Much the Same We Really Are -- Why Women Are Needed in the Tech Industry -- It's Not a Generational Issue -- Endnotes -- Chapter 7: What Works and What Doesn't -- We're over the Tipping Point -- Caring and Hoping Isn't Going to Cut It -- How to Create Sustainable Change -- What Works and Why -- Leadership Accountability -- Gender Coaching and Training -- Male Sponsorship -- Succession Planning -- What Doesn't Work and Why -- Diversity and Compliance Training -- Training for Women -- Women's Networks -- Work-Life Flexibility Programs -- Other Best Practices -- Role Models for Women and Men -- Gender Intelligent Sourcing and Recruitment -- Critical Mass and Critical Mindset -- Endnotes -- Chapter 8: The Role of the Board -- Lack of Mentoring -- Stereotypes in Business -- Richard's Story: Boards in the 2008 Financial Crisis and Their Gender Composition -- What Were the Seven Men and Four Women on the Merrill Lynch Board of Directors Doing? …”

Tabla de Contenidos: “…Formalize Training, Qualification, and Coaching -- 26. Track the Key Benefits -- 27. Take Advantage of Vendor Software Improvements -- 28. …”

Tabla de Contenidos: “…Estilos - Modelo basado en los roles gerenciales -- M 34 -- Estilos - Modelo de Goleman -- M 35 -- Estilos - Modelo de las 4 miradas del líder -- M 36 -- Estilos - Modelo de Ron Warren -- M 37 -- Estilos - Modelo desarrollado por Deloitte -- M 38 -- Estilos - Participativo o directivo -- M 39 -- Estilos - Participativo o directivo-Contenido y proceso -- M 40 -- Estilos - Percepción y valoración de jefes y colaboradores -- M 41 -- Estilos - Teorías "X" e "Y" de McGregor -- M 42 -- Liderazgo situacional - Autores -- M 43 -- Liderazgo situacional - Ciclo de desarrollo y ciclo regresivo -- M 44 -- Liderazgo situacional - Conceptos básicos -- M 45 -- Liderazgo situacional - Habilidades del líder -- M 46 -- Liderazgo situacional -Modelo de Blanchard -- M 47 -- Liderazgo situacional - Modelo de Blanchard - Observaciones -- M 48 -- Liderazgo situacional - Relación con el grid de Blake y Mouton -- M 49 -- Cambio organizacional y liderazgo -- M 50 -- Cambio organizacional y liderazgo - El proceso según Kotter -- M 51 -- Coaching y liderazgo -- M 52 -- Comunicación y liderazgo -- M 53 -- Cultura organizacional y liderazgo -- M 54 -- Empowerment y liderazgo -- M 55 -- Gestión del compromiso y liderazgo -- M 56 -- Gestión por objetivos (GxO) y liderazgo -- M 57 -- Influencia y liderazgo -- M 58 -- Motivación y liderazgo -- M 59 -- Nuevas generaciones y liderazgo -- M 60 -- Participación y liderazgo -- M 61 -- Poder y liderazgo -- M 62 -- Resistencia al cambio y liderazgo -- M 63 -- Reuniones y liderazgo -- M 64 -- Trabajo en equipo y liderazgo -- M 65 -- Desarrollo del liderazgo - Aprendizaje en el trabajo -- M 66 -- Desarrollo del liderazgo - Cambio personal -- M 67 -- Desarrollo del liderazgo - Evaluación del aprendizaje -- M 68 -- Desarrollo del liderazgo - Problemática de la capacitación -- M 69.…”

Tabla de Contenidos: “…-- Chapter 8: Don'T Make Relationship Conflicts Worse -- Trust and Conflict-You Can Take the First Step -- Chapter 9: Apologize -- Chapter 10: Forgive -- Chapter 11: Cultivate a Great Relationship With Your Boss -- Chapter 12: Embrace the EBB and Flow of Relationships -- Section II: Accelerate People's Growth -- Chapter 13: Abandon the "Follow Shirley" Method -- Chapter 14: Help People Self-Actualize -- Chapter 15: Coach to Improve Performance -- Chapter 16: Optimize Fit -- Chapter 17: Set the Right Expectations -- Chapter 18: Ask the Right Questions -- Chapter 19: Kick Butt the Right Way -- Section III: Maximize Engagement and Motivation -- Chapter 20: Emphasize the Why -- Chapter 21: Meet People's Needs -- Chapter 22: Don't Sit on Good People -- Chapter 23: Resist the Temptation to Seize Control -- Chapter 24: Empower Your People -- Who Gets to Decide What? …”

Tabla de Contenidos: “…-- "I Am" Versus "I Feel" -- To Listen or Not to Listen -- Turn Your Inner Critic into Your Inner Coach -- Growing Pains -- Chapter 11 Self-Awareness -- The Body on Stress -- How to Get Body-Scanning to Work for You -- A Morning Routine -- Being "Self-Conscious" Versus Being "Conscious" -- Emotional Self-Awareness -- Emotions Are Good -- Emotions at Work -- Emotions as Information -- Emotional Respect -- Emotional Agency -- Self-Awareness Is Also Self-Acceptance -- Chapter 12 Self-Responsibility -- "Yes, But. . ." -- "Yes, And. . ." -- Habit-Shifting -- We Don't Have to Fit into Our Habits -- Our Habits Have to Fit Us -- How to Make Your Habits Work for You -- Foundational Self-Care Habits -- Plot Out Your Day -- What Do You Need So That You Can. . .? …”

Tabla de Contenidos: “…Forward-facing responsibility: embracing control and being accountable to future generations -- Safeguarding the business and 'keeping the lights on' -- Five key skills required to lead responsibly -- The Responsible Leader Continuum: How to Stay on Track -- Leading Daringly: Being Willing to Take Risks and Push Boundaries -- The Five Ingredients of a Daring Mindset -- The Daring Leadership Continuum: How to Stay on Track -- Notes -- Chapter 8 Developing and Expanding Your Leadership Identity -- Why Identity Is Important in Relation to Paradoxical Mindsets -- What Identity Refers To -- The Troublesome Myth of 'True Self' -- The Ability to Integrate Multiple Identities Is a Predictor of Leadership Success -- Identity Is Not Fixed, but Continuously Created, Shaped, and Spotlighted -- Narratives: How Identity Is Built Through the Stories We Tell -- Quick Recap -- Embracing All Five Mindsets: How to Develop and Expand Your Leadership Identity -- Step 1: Find a Coach: start building insight into your current narratives and 'possible selves' -- Step 2: Identity undoing: shake it up, let it go, experiment -- Step 3: Repeat the Process -- Concluding Remarks: The Challenge of Being Adaptably Authentic -- Notes -- Index -- EULA…”

Tabla de Contenidos: “…Level 3: Measuring the Results of Training Back on the Job -- Level 4: Measuring the Organizational Impact of Training -- Return on Investment -- Reporting Results -- The Bare Minimum -- Key Points -- What to Do Next -- Additional Resources -- SECTION III: POST-WORKSHOP LEARNING -- 10 THE FOLLOW-UP COACH -- Create a Communication Plan -- Involve Managers in the Transfer of Learning -- Before the Workshop -- After the Workshop -- Focus on Personal Action Planning -- Continue to Offer Learning Opportunities -- Create an Open and Encouraging Environment -- Key Points -- What to Do Next -- References -- SECTION IV: WORKSHOP SUPPORTING DOCUMENTS AND ONLINE SUPPORT -- 11 LEARNING ACTIVITIES -- Learning Activities Included in Facilitation Skills Training -- Half-Day Workshop -- One-Day Workshop -- Two-Day Workshop -- 12 ASSESSMENTS -- Assessments Included in Facilitation Skills Training -- 13 HANDOUTS -- Handouts Included in Facilitation Skills Training -- Half-Day Workshop -- One-Day Workshop -- Two-Day Workshop -- 14 ONLINE SUPPORTING DOCUMENTS AND DOWNLOADS -- Access to Free Supporting Materials -- Customizable Materials -- Working With the Files -- PDF Documents -- PowerPoint Slides -- ABOUT THE AUTHOR -- ABOUT ATD…”

Tabla de Contenidos: “…Chapter 22 Key Roles in Getting Started with OKRs -- Executive Sponsor -- OKR Champion -- Team Manager -- Individual Employees -- The Human Resources Leader -- Optional Role: Admin/IT -- Chapter 23 A Step-by-Step Guide to Getting Started with OKRs -- Step 1: Getting Started with the OKR Maturity Model -- Step 2: Understand the Phases of OKR Rollout -- Step 3: Put Together Your Project Plan and Communication Plan -- Step 4: Coach Your Group on Developing Great OKRs -- Step 5: Integrate OKRs into Your Business Rhythms -- Brainstorming Exercise: Assess Your Current Rhythm -- Building Out Your OKR Rhythm -- Conclusion -- Acknowledgments -- About the Author -- Index -- EULA…”

Tabla de Contenidos: “…Speak Genuinely -- Reflect and Act: Enlist Others -- Reflect -- Act -- Practice #3: Challenge the Process -- Reflections from the Student Leadership Practices Inventory -- Chapter 5 Commitment #5: Search for Opportunities -- Seize the Initiative -- Make Something Happen -- Encourage Initiative in Others -- Challenge with Purpose -- Exercise Outsight -- Look Outside Your Experience -- Listen to and Promote Diverse Perspectives -- Treat Every Experience as an Adventure -- Reflect and Act: Search for Opportunities -- Reflect -- Act -- Chapter 6 Commitment #6: Experiment and Take Risks -- Generate Small Wins -- Build Psychological Hardiness -- Break It Down and Accentuate Progress -- Learn from Experience -- Be an Active Learner -- Create a Climate for Learning -- Strengthen Resilience and Grit -- Reflect and Act: Experiment and Take Risks -- Reflect -- Act -- Practice #4: Enable Others to Act -- Reflections from the Student Leadership Practices Inventory -- Chapter 7 Commitment #7: Foster Collaboration -- Create a Climate of Trust -- Be the First to Trust -- Show Concern for Others -- Share Knowledge and Information -- Facilitate Relationships -- Develop Cooperative Goals and Roles -- Support Norms of Reciprocity -- Structure Projects to Promote Joint Efforts -- Support Face-to-Face and Durable Interactions -- Reflect and Act: Foster Collaboration -- Reflect -- Act -- Chapter 8 Commitment #8: Strengthen Others -- Enhance Self-Determination -- Provide Choices -- Structure Tasks to Offer Latitude -- Foster Accountability -- Develop Competence and Confidence -- Educate and Share Information -- Organize Work to Build Competence and Ownership -- Foster Self-Confidence -- Coach -- Reflect and Act: Strengthen Others -- Reflect -- Act -- Practice #5: Encourage the Heart -- Reflections from the Student Leadership Practices Inventory…”

Tabla de Contenidos: “…-- 4 Agil transformieren in acht Schritten -- Stellen Sie das agile Transformationsteam zusammen -- Arbeiten Sie mit Verbesserungsteams -- Setzen Sie Coaching ein -- Machen Sie das Transformationsteam letztendlich überflüssig -- 5 SCHRITT 1 - Transformationsvision: Legen Sie den Umfang fest -- Einleitung -- Warum den Umfang definieren? …”

Tabla de Contenidos: “…Vescera, Jacie Brown, Catherine Hausman, and Bruce Bongar -- Military Recruiting in the United States: Selection, Assessment, Training, Well-being, and Performance Coaching / Steven V. Bowles, Bettina Schmid, Laurel K. …”

Tabla de Contenidos: “…Líderes como responsables de la toma de decisiones -- Figura 13. El rol de coach se implanta en todos los tipos de organizaciones -- Figura 14. …”

Tabla de Contenidos: “…EJERCICIOS -- CONSIDERACIONES FINALES -- EL MERECIMIENTO GENUINO -- HISTORIAS QUE MOTIVAN -- HISTORIA DE CRIS -- EL FACTOR X -- HISTORIA DE DAN -- COMPARTIR LOS AVANCES -- ¿AVANZAR SÓLO EN COMPAÑÍA? -- EL PAPEL DE TU COACH Y DE TU MENTOR -- CONTANDO CON EL APOYO PROFESIONAL DE UN COACH-PSICOTRADER -- ¿CUÁNDO ACUDIR A UN MENTOR-TRADER? …”

Tabla de Contenidos: “…The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs…”

Tabla de Contenidos: “…-- the non-purpose-driven solution -- the purpose-driven solution -- 25 ten tips for staying on-purpose -- convention is like gravity -- you're now the rebels, not the government -- warning: purpose polarises -- naysayers can't help themselves -- value the good feedback -- you'll be tempted to go the wrong way -- financial pressure -- financial windfall -- ditch the cookie-cutter stuff -- don't compare yourself -- heads up: effort hurts -- life is about trade-offs -- a final word -- coaching and conversation -- recommended reading -- that other name on the cover -- about the author -- index -- EULA…”

Tabla de Contenidos: “…Journaling -- Responding to Questions -- Training Room and Participant Management -- A Word About Dealing With Difficult Participants -- An Unforgettable End -- The Bare Minimum -- Key Points -- What to Do Next -- Additional Resources -- 9 EVALUATING WORKSHOP RESULTS -- Levels of Measurement -- Level 1: Measuring Participant Reactions -- Level 2: Measuring the Extent to Which Participants Have Learned -- Level 3: Measuring the Results of Training Back on the Job -- Level 4: Measuring the Organizational Impact of Training -- Return on Investment -- Reporting Results -- The Bare Minimum -- Key Points -- What to Do Next -- Additional Resources -- SECTION III: POST-WORKSHOP LEARNING -- 10 THE FOLLOW-UP COACH -- Conducting Periodic Check-ins -- 30-Day Follow-Up Survey -- 60-Day Follow-Up Survey -- Chat-and-Chew Sessions -- Learning Opportunities -- Webinars -- Discussion Forums -- Guided Research -- Resourcing -- Building Relationships -- Buddy Program -- Mentoring -- Building a Sense of Community -- Tours -- Meetings With the President or Executives -- Social Events -- Key Points -- What to Do Next -- 11 THE SUPERVISOR'S TOOLKIT -- Setting the Tone -- Preparing for the Employee's Arrival -- Considering New Employee Concerns -- Employee's First Day -- Employee's Second Day -- Employee's First Week -- The Bare Minimum -- What to Do Next -- SECTION IV: WORKSHOP SUPPORTING DOCUMENTS AND ONLINE SUPPORT -- 12 LEARNING ACTIVITIES -- Learning Activities Included in New Employee Orientation Training -- 13 ASSESSMENTS -- Assessments Included in New Employee Orientation Training -- 14 HANDOUTS -- Handouts Included in New Employee Orientation Training -- 15 TOOLS -- Tools Included in New Employee Orientation Training -- Workshop Tools -- Supervisor's Toolkit -- 16 ONLINE SUPPORTING DOCUMENTS AND DOWNLOADS -- Access to Free Supporting Materials…”