You can change other people : the four steps to help your colleagues, employees - even family - up their game /: the four steps to help your colleagues, employees - even family - up their game. (2021)
- Record Type:
- Book
- Title:
- You can change other people : the four steps to help your colleagues, employees - even family - up their game /: the four steps to help your colleagues, employees - even family - up their game. (2021)
- Main Title:
- You can change other people : the four steps to help your colleagues, employees - even family - up their game
- Further Information:
- Note: Peter Bregman, Howie Jacobson.
- Authors:
- Bregman, Peter
Jacobson, Howie - Contents:
- A New Way to Help People (Because the Old Ways Don’t Work) Chapter 1: Brian’s $170, 000, 000 Turnaround Why It’s Important to Change Other People Chapter 2: The Four Steps A Quick Tour Chapter 3: Yes I Want That Third Bowl of Ice Cream People Don’t Resist Change, They Resist Being Changed Chapter 4: Whose Spreadsheet Is It Anyway? Ownership Chapter 5: Spencer Thinks He’s Helping, But He’s Not Independent Capability Chapter 6: If You are Willing to Feel Everything, You Can Do Anything Emotional Courage Chapter 7: Change is a Future Thing Future-Proofing SUMMARY OF THE FOUR STEPS [COMP this is a single Section opener, please differentiate from Part openers here and in text] Step 1: Shift from Critic to Ally Chapter 8: The Ramona Problem Become an Ally Chapter 9: Be Your Own Ally First Let Go and Be Present Chapter 10: Then, Become Their Ally Empathize with the Other Person Chapter 11: Silver Platter Opportunities Permission Formula Chapter 12: Do You Have a Minute? You Initiate the Conversation Chapter 13: Hey, I’m in Charge Here The Misguided Reliance on Positional Power Chapter 14: Pitfalls to Avoid How to Stay on Track Step 2: Identify an Energizing Outcome Chapter 15: No More Code, No More Bugs Problems are Signposts Pointing to Energizing Outcomes Chapter 16: A Higher Bar Than a Functional Team A Demo of the Outcome Step Chapter 17: Positive Transform “Don’t Want” into “Do Want” Chapter 18: Clear A Technique for Getting to Shared Clarity Chapter 19: Meaningful Getting toA New Way to Help People (Because the Old Ways Don’t Work) Chapter 1: Brian’s $170, 000, 000 Turnaround Why It’s Important to Change Other People Chapter 2: The Four Steps A Quick Tour Chapter 3: Yes I Want That Third Bowl of Ice Cream People Don’t Resist Change, They Resist Being Changed Chapter 4: Whose Spreadsheet Is It Anyway? Ownership Chapter 5: Spencer Thinks He’s Helping, But He’s Not Independent Capability Chapter 6: If You are Willing to Feel Everything, You Can Do Anything Emotional Courage Chapter 7: Change is a Future Thing Future-Proofing SUMMARY OF THE FOUR STEPS [COMP this is a single Section opener, please differentiate from Part openers here and in text] Step 1: Shift from Critic to Ally Chapter 8: The Ramona Problem Become an Ally Chapter 9: Be Your Own Ally First Let Go and Be Present Chapter 10: Then, Become Their Ally Empathize with the Other Person Chapter 11: Silver Platter Opportunities Permission Formula Chapter 12: Do You Have a Minute? You Initiate the Conversation Chapter 13: Hey, I’m in Charge Here The Misguided Reliance on Positional Power Chapter 14: Pitfalls to Avoid How to Stay on Track Step 2: Identify an Energizing Outcome Chapter 15: No More Code, No More Bugs Problems are Signposts Pointing to Energizing Outcomes Chapter 16: A Higher Bar Than a Functional Team A Demo of the Outcome Step Chapter 17: Positive Transform “Don’t Want” into “Do Want” Chapter 18: Clear A Technique for Getting to Shared Clarity Chapter 19: Meaningful Getting to What Matters Step 3: Find the Hidden Opportunity Chapter 20: Become a Scientist They’re Not Learning From You, They’re Learning With You Chapter 21: That Does Sound Exciting! A Demo of the Opportunity Step Chapter 22: Explore the Problem in Depth Question 1: What’s Happening Now? Chapter 23: She Argues with Everyone Separating Data from Interpretation Chapter 24: What Worked and What Didn’t? Question 2: What Have You Tried? Chapter 25: Thank Goodness for This Problem Question 3: How Can the Problem Get You to the Energizing Outcome? Chapter 26: Keep Your GPS On Pitfalls to Avoid in the Opportunity Step Step 4: Create a Level-10 Plan Chapter 27: Nail the Landing Craft the Plan Chapter 28: Identify Options A Demo for the First Task Chapter 29: Let’s Put That on the List. What Else Might You Try? Tips to Help Them Identify Options Chapter 30: Choose A Demo for the Second Task Chapter 31: If You Did Know, What Would It Be? How to Help Them Choose Chapter 32: Commit A Demo for the Third Task Chapter 33: What, How, and When? Skyrocket Their Chances of Success Chapter 34: You Can Change Other People Taking the Four Steps into Your World Acknowledgments About the Authors Index … (more)
- Edition:
- 1st
- Publisher Details:
- Hoboken : John Wiley & Sons, Inc
- Publication Date:
- 2021
- Extent:
- 1 online resource
- Subjects:
- 650.13
Communication in management
Interpersonal relations
Leadership - Languages:
- English
- ISBNs:
- 9781119816591
- Related ISBNs:
- 9781119816539
- Notes:
- Note: Description based on CIP data; resource not viewed.
- Access Rights:
- Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
- Access Usage:
- Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.
- View Content:
- Available online (eLD content is only available in our Reading Rooms) ↗
- Physical Locations:
- British Library HMNTS - ELD.DS.641745
- Ingest File:
- 06_033.xml