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: “…-- 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: “…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 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…”

Tabla de Contenidos: “…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 -- Create a Communication Plan -- Involve Managers in the Transfer of Learning -- Before the Workshop -- After the Workshop -- Connect Service Standards to Organizational Metrics -- Focus on Personal Action Planning -- Continue to Offer Learning Opportunities -- Create an Open and Encouraging Environment for Quality Customer Service -- Key Points -- What to Do Next -- Additional References -- SECTION IV: WORKSHOP SUPPORTING DOCUMENTS AND ONLINE SUPPORT -- 11 LEARNING ACTIVITIES -- Learning Activities Included in Customer Service Training -- Half-Day Workshop: Service Behaviors That Matter -- One-Day Workshop: From the Customer's Perspective -- Two-Day Workshop: A Total Approach to Service -- 12 ASSESSMENTS -- Assessments Included in Customer Service Training -- 13 HANDOUTS -- Handouts Included in Customer Service Training -- Half-Day Workshop: Service Behaviors That Matter -- One-Day Workshop: From the Customer's Perspective -- Two-Day Workshop: A Total Approach to Service -- 14 ONLINE TOOLS AND DOWNLOADS -- Access to Free Supporting Materials -- Customizable Materials -- Working With the Files -- PDF Documents -- PowerPoint Slides -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- ABOUT ATD -- Back Cover…”

Tabla de Contenidos: “…Key Leadership Development Experiences -- Your True North Is Alive -- Suggested Reading -- Afterword -- Appendix A: Ways to Use This Guide -- As an Individual -- As a Member of a Group of Peers -- As a Member of a Team or As a Team Leader -- As a Coach or Mentor -- As a Facilitator -- As an Educator -- Appendix B: Form a Leadership Discussion Group -- Appendix C: Course Syllabus for Authentic Leadership Development -- Course Purpose -- Intellectual Premise and Course Concepts -- Book Reading -- Leadership Discussion Groups (LDGs) -- Authentic Leadership Development Course Plan -- Week I: Your Life Story -- Week II: Losing Your Way -- Week III: Crucibles -- Week IV: Self-Awareness -- Week V: Values -- Week VI: Sweet Spot -- Week VII: Support Team -- Week VIII: Integrated Life -- Week IX: I to We -- Week X: Purpose -- Week XI: Empowerment -- Week XII: Global Leadership -- Week XIII: Your Personal Leadership Development Plan (No class this week) -- Final Course Paper: The Purpose of My Leadership -- About the Authors -- End User License Agreement…”

Tabla de Contenidos: “…-- An unorthodox approach -- Chapter 11 The credit crunch no-one saw coming -- Control the controllables -- Ask for better trading terms -- Launch new products -- Conduct continuous coaching -- Chapter 12 The call from Coles -- The 30 million order -- The Bank of Coles -- Buying into the business -- Chapter 13 Get Sonia -- Ballroom blitz -- Listen to your instinct -- Exclusivity is the key -- Baptism by fire -- Learn from the best…”

Tabla de Contenidos: “…Johnson -- Senior Financial Services Leader -- Brad Gien -- Wisdom from the "Wizard of Westwood," Coach John Wooden -- The Feeling You Get -- Delivering What Your Team Needs -- Ego Is a Tightrope Act -- Strive to Be Pro -- Chapter 11 Leadership Heart 'n' Soul (Learn to Lead with Compassion and Spirit) -- Inspirational Leadership -- Going Back to Your Roots -- Tying Your Character to Your Organization's Identity -- Finding the Leader Within -- The Human Element -- Heart 'n' Soul -- Owning Up to Failures -- In Closing…”

Tabla de Contenidos: “…Walkthrough 196 Chapter 57: Profile: Kate Arnold of Netflix 197 Transformation Techniques 199 Chapter 58: Discovery Sprint Technique 200 Breakout: Discovery Coaches 202 Chapter 59: Pilot Team Technique 203 Chapter 60: Weaning an Organization Off Roadmaps 204 Process @ Scale 205 Chapter 61: Managing Stakeholders 206 Breakout: Devolving from Good to Bad 209 Chapter 62: Communicating Product Learnings 211 Chapter 63: Profile: Camille Hearst of Apple 212 PART 5: Summary: The Right Culture 214 Chapter 64: Good Product Team/Bad Product Team 215 Chapter 65: Top Reasons for Loss of Innovation 218 Chapter 66: Top Reasons for Loss of Velocity 220 Chapter 67: Establishing a Strong Product Culture 222 Acknowledgments 224 About the Author 226 Learning More 227.…”

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…”