Details

You Can Change Other People


You Can Change Other People

The Four Steps to Help Your Colleagues, Employees-Even Family-Up Their Game
1. Aufl.

von: Peter Bregman, Howie Jacobson

18,99 €

Verlag: Wiley
Format: EPUB
Veröffentl.: 15.09.2021
ISBN/EAN: 9781119816591
Sprache: englisch
Anzahl Seiten: 240

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

<p><b>Discover how to change the lives of the people around you</b></p> <p>In <i>You Can Change Other People</i>, the world’s #1 executive coach, Peter Bregman, and Howie Jacobson, Ph.D., share the Four Steps to help the people around you make positive change — even if they’ve been stuck for years.</p> <p>The authors rely on over 50 years of collective professional experience to show you exactly what to say to influence those around you for the better. Changing the way you talk will stop you from being perceived as a critic, and turn you into a welcomed and effective ally.  You’ll learn how to:</p> <ul> <li>Disarm their defensiveness and increase their confidence to act</li> <li>Turn people’s biggest problems into even bigger opportunities</li> <li>Ensure accountability and follow through without making them dependent on you</li> </ul> <p>No one wants to be changed; but change and personal growth are critical to success, and more importantly, to a fulfilled life. <i>You Can Change Other People</i> is a must-read for those who want to improve their impact with co-workers, family members, and everyone in between.</p>
<p>A New Way to Help People (Because the Old Ways Don’t Work)</p> <p>Chapter 1: Brian’s $170,000,000 Turnaround</p> <p> Why It’s Important to Change Other People</p> <p>Chapter 2: The Four Steps</p> <p> A Quick Tour</p> <p>Chapter 3: Yes I Want That Third Bowl of Ice Cream</p> <p> People Don’t Resist Change, They Resist Being Changed</p> <p>Chapter 4: Whose Spreadsheet Is It Anyway?</p> <p> Ownership</p> <p>Chapter 5: Spencer Thinks He’s Helping, But He’s Not</p> <p> Independent Capability</p> <p>Chapter 6: If You are Willing to Feel Everything, You Can Do Anything</p> <p> Emotional Courage</p> <p>Chapter 7: Change is a Future Thing</p> <p> Future-Proofing</p> <p>SUMMARY OF THE FOUR STEPS [COMP this is a single Section opener, please differentiate from Part openers here and in text]</p> <p>Step 1: Shift from Critic to Ally</p> <p>Chapter 8: The Ramona Problem</p> <p> Become an Ally</p> <p>Chapter 9: Be Your Own Ally First</p> <p> Let Go and Be Present</p> <p>Chapter 10: Then, Become Their Ally</p> <p> Empathize with the Other Person</p> <p>Chapter 11: Silver Platter Opportunities</p> <p> Permission Formula</p> <p>Chapter 12: Do You Have a Minute?</p> <p> You Initiate the Conversation</p> <p>Chapter 13: Hey, I’m in Charge Here</p> <p> The Misguided Reliance on Positional Power</p> <p>Chapter 14: Pitfalls to Avoid</p> <p> How to Stay on Track</p> <p>Step 2: Identify an Energizing Outcome</p> <p>Chapter 15: No More Code, No More Bugs</p> <p> Problems are Signposts Pointing to Energizing Outcomes</p> <p>Chapter 16: A Higher Bar Than a Functional Team</p> <p> A Demo of the Outcome Step</p> <p>Chapter 17: Positive</p> <p> Transform “Don’t Want” into “Do Want”</p> <p>Chapter 18: Clear</p> <p> A Technique for Getting to Shared Clarity</p> <p>Chapter 19: Meaningful</p> <p> Getting to What Matters</p> <p>Step 3: Find the Hidden Opportunity</p> <p>Chapter 20: Become a Scientist</p> <p> They’re Not Learning From You, They’re Learning With You</p> <p>Chapter 21: That Does Sound Exciting!</p> <p> A Demo of the Opportunity Step</p> <p>Chapter 22: Explore the Problem in Depth</p> <p>Question 1: What’s Happening Now?</p> <p>Chapter 23: She Argues with Everyone</p> <p> Separating Data from Interpretation</p> <p>Chapter 24: What Worked and What Didn’t?</p> <p> Question 2: What Have You Tried?</p> <p>Chapter 25: Thank Goodness for This Problem</p> <p> Question 3: How Can the Problem Get You to the Energizing Outcome?</p> <p>Chapter 26: Keep Your GPS On</p> <p> Pitfalls to Avoid in the Opportunity Step</p> <p>Step 4: Create a Level-10 Plan</p> <p>Chapter 27: Nail the Landing</p> <p> Craft the Plan</p> <p>Chapter 28: Identify Options</p> <p> A Demo for the First Task</p> <p>Chapter 29: Let’s Put That on the List. What Else Might You Try?</p> <p> Tips to Help Them Identify Options</p> <p>Chapter 30: Choose</p> <p> A Demo for the Second Task</p> <p>Chapter 31: If You Did Know, What Would It Be?</p> <p> How to Help Them Choose</p> <p>Chapter 32: Commit</p> <p> A Demo for the Third Task</p> <p>Chapter 33: What, How, and When?</p> <p>Skyrocket Their Chances of Success</p> <p>Chapter 34: You Can Change Other People</p> <p> Taking the Four Steps into Your World</p> <p>Acknowledgments</p> <p>About the Authors</p> <p>Index</p>
<P><B>PETER BREGMAN</B> is CEO of Bregman Partners and recognized as the <sup>#</sup>1 executive coach by Leading Global Coaches. He leads the Bregman Leadership Coach Training and the Bregman Leadership Intensive, ranked the #1 leadership development program by Global Gurus. He is the bestselling author of five books, including <I>Leading with Emotional Courage</I> and <I>18 Minutes</I>, a <i>Wall Street Journal bestseller.</i></p> <p><b>HOWIE JACOBSON, PHD,</b> is Director of Coaching at Bregman Partners and Head Coach at the Healthy Minds Initiative. He is the host of the Plant Yourself podcast and contributing author of the <i>New York Times</i> bestseller <i>Whole. </i>
<p><b>What if the ability to change other people is the most important skill—personally and professionally—you could possibly develop?</b></p> <p><b>Praise for<i> You Can Change Other People</i></b> <p><b>“Working with Peter has marked a breakthrough point in my career and personal life. <i>You Can Change Other People</i> will help you make others more successful leaders, and—more importantly—fulfilled, happy human beings.”</b> <p><b>—JUAN MARTIN,</b> Chief Executive Officer, KIND Snacks <p><b>“I didn’t expect to get such powerful life lessons from a business book. <i>You Can Change Other People</i> goes so much deeper than how to be a better manager of people. It’s a step-by-step manual on how to be a better, more effective, more empathetic, even more loving human being.”</b> <p><b>—DAVID NEVINS,</b> Chairman and Chief Executive Officer, Showtime Networks <p><b>“Everyone regardless of their difference wants to be valued and given the tools to succeed. To achieve that, you need leaders who are skilled at delivering tough messages that help people ‘up their game’—while leaving them feeling respected and even grateful. Equip your leaders with the Four Steps and you’re a long way toward infusing equity and excellence in your organization.”</b></p|> <p><b>—RANDALL TUCKER,</b> Executive Vice President and Chief Inclusion Officer, Mastercard <p><b>“Peter’s coaching at the most senior levels helped us reshape the culture at CBS to both respect employees and encourage them to grow. His secret recipe is in this book.” </b> <p><b>—LAURIE ROSENFIELD,</b> Former Chief People Officer, CBS <p><b>“I don’t read management books. But this is not a management book. It’s a practical guide to unlocking the incredible potential in each of your leaders.”</b> <p><b>—MARC BORODITSKY,</b> Chief Revenue Officer, Twilio

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