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A Lesson for Managers from the World of Sales
Just as successful sales people identify their customers' needs, managers must learn their employees' motivators—wants and fears—and then try to satisfy these, in return for the required performance. (300 words) |
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Dealing With Resistance: The 4 + 2 Method
Combines Aikkido and Gestalt Psychology in an approach that first acknowledges an employee's resistance (and power not to cooperate) and then opens him/her up to consider and accept the rationale for your position or performance demand. (620 words) |
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Delegation: The Forgotten Management Tool
Six reasons why managers resist delegating tasks and decisions, three excellent benefits that will accrue when they do delegate, followed by a six-step approach to doing the hand-off effectively. (1168 words) |
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Exexutive Coaching - On The Rise
Covers why one might engage the services of an external coach, how a typical coaching process works, when to consider using a coach and what to look for when selecting one. (1131 words) |
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Kickstarting a Brand New Team
Especially for a project team or cross-functional task force, there is great downline benefit from addressing, right at the beginning, group process fundamentals such as purpose, leadership, members' agendas, and team operating guidelines (norms). (600 words) |
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Ouch! It Hurts To Think This Much! (Communicating Performance Targets)
Why so many managers are not clear about what performance results they expect from their employees. The prime reason is that it requires concentrated mental effort and time upfront. Appeals to managers to invest in that effort. (461 words) |
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Raise Your Gaze (Staying Energized in the Daily Grind)
Presents two remedies when you get bogged down at work. One is to visualize your work completed and how good it will feel. The second is to remind yourself of the bigger picture, of how what you are working on will positively affect others. (504 words) |
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Choice & Accountability: The Bedrock of Superior Performance
Employees who avoid personal accountability for their work and career success cost organizations a lot. Offers three ways to operate in a fully accountable manner in your own job. (468 words) |
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The Other Way…Beyond Technology… To Leverage Your Investment In Your People
Proposes a comprehensive learning curriculum to enhance so-called soft skills and attitudes at three distinct leverage points in an organization: managers, teams, and individual contributors. (1172 words) |
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What If We Brought In A Facilitator?
Suggests four meeting situations when it pays to use a facilitator, explains what a facilitator typically does and offers five criteria to use in selecting one. (859 words) |
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What's Your Current Edge for Development?
Challenges with a question: What is the one skill areaÐat this point in your career—where improving your competency would have the greatest impact on your overall effectiveness in your job? This drives continuous learning. (450 words) |
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You Gotta Get 'em to Wanna (6 Roles the Modern Leader Plays)
The "leader" aspect of being a manager in today's competitive market for top talent has become absolutely critical. Managers, therefore, must master the skills and attitudes that support six specific roles that an effective leader plays. (800 words) |
