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作者 Sternberg, Larry
書名 Managing to Make a Difference : How to Engage, Retain, and Develop Talent for Maximum Performance
出版項 New York : John Wiley & Sons, Incorporated, 2017
©2017
國際標準書號 9781119331780 (electronic bk.)
9781119331834
book jacket
說明 1 online resource (323 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
附註 Managing to Make a Difference: How to Engage, Retain, and Develop Talent for Maximum Performance -- Contents -- Preface -- Acknowledgments -- Introduction -- Section I: Cultivate Positive Relationships -- Chapter 1: Relationships Create Opportunities to Make a Difference -- The Power and Importance of Relationships -- Chapter 2: Get to Know Your Employees -- Focus on You -- Chapter 3: Go Ahead, Get Close to Your People -- Chapter 4: Accept People As They Are -- Chapter 5: Tolerate Undesirable Behaviors -- Chapter 6: Make People Significant -- Chapter 7: Prioritize One-On-Ones -- How Frequently Should You Meet? -- How Long Should Those Meetings Last? -- What Should You Discuss in These Meetings . . . And Who Should Decide? -- 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? -- Chapter 25: Harness Discretionary Effort -- Chapter 26: Solicit Volunteers For Unpopular Tasks -- Chapter 27: Create a Sense Of Urgency -- Chapter 28: Set Challenging Goals -- Chapter 29: Be Unreasonably Optimistic -- Section IV: Build Extraordinary Teams
Chapter 30: Recruit Continuously -- Chapter 31: Bet on Talent -- Chapter 32: Ensure the Right Fit -- Chapter 33: Match the Right People to the Right Training -- Chapter 34: Delegate to the Right People -- Chapter 35: Ask for Commitment -- Chapter 36: Invest Your Time With Top Performers -- Chapter 37: Conduct Occasional Team-Building Events -- Chapter 38: Advance From Team to Family -- Chapter 39: Avoid the Peter Principle -- Chapter 40: Don't Lead People On -- Chapter 41: Sometimes Firing Someone Is the Caring Thing to Do -- Chapter 42: Never Badmouth Top Performers Who Resign -- Chapter 43: Don't Always Take the Easy Way Out -- Section V: Shape Your Culture -- Chapter 44: Focus on the Right Things -- Beware! -- Chapter 45: Exemplify Cultural Values in Employee Orientation -- Chapter 46: Welcome and Integrate New Team Members -- Chapter 47: Adjust to Accommodate New Employees -- Chapter 48: Curate Your Organization's Folklore -- Chapter 49: Enliven Cultural Values and Expectations -- Chapter 50: Provide Frequent, Candid Feedback -- Chapter 51: Shape a Culture of Recognition and Appreciation -- Chapter 52: Emotionally Rehire People -- Chapter 53: Celebrate Personal and Professional Accomplishments -- Chapter 54: Ask, "How Can I Help? -- Chapter 55: Encourage Employees to Have Fun -- Chapter 56: Address Poor Performance -- Chapter 57: Address Bad Behavior -- Chapter 58: Exert Moral Authority -- Chapter 59: Rise Above the Politics -- Chapter 60: Don't Chase Hearsay, Rumors, or Gossip -- Chapter 61: Speak Positively About Those Not Present -- Section VI: Embrace Change -- Chapter 62: Embrace Uncertainty, Be Confident, Instill Hope -- Chapter 63: Encourage Suggestions -- Chapter 64: Don't Strive for 100 Percent Buy-In -- Chapter 65: Take Action on Legacy Employees -- Chapter 66: Replace Employees Who Are Blocking Change
Chapter 67: Overcommunicate During a Management Transition -- Chapter 68: Prepare for the Unknowable Future -- Section VII: Invest in Your Own Growth -- Chapter 69: Develop Yourself -- Chapter 70: Define What Success Means to You -- Chapter 71: Spend More Time on the 20 -- Chapter 72: Build Your Strengths -- Chapter 73: If You Have Been Newly Promoted, Just Take Charge -- Chapter 74: If You Feel Trapped in Your Job, Change Something -- Chapter 75: Take Steps to Fit In On A New Job -- Chapter 76: Hire Some People Who Can Replace You -- Chapter 77: Find a Mentor -- Chapter 78: Become a Better Mentee -- Chapter 79: Express Your Gratitude -- Notes -- About the Authors -- Larry Sternberg, Jd, Talent Plus Fellow -- Kim Turnage, Phd -- Index -- End User License Agreement
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
鏈接 Print version: Sternberg, Larry Managing to Make a Difference : How to Engage, Retain, and Develop Talent for Maximum Performance New York : John Wiley & Sons, Incorporated,c2017 9781119331834
主題 Performance
Electronic books
Alt Author Turnage, Kim
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