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Section Three: Give Feedback and Motivate
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Section Three: Give Feedback and Motivate
by Harvard Business Review
HBR Guide to Being a Great Boss
Cover
Harvard Business Review Guides
Title Page
Copyright
What You’ll Learn
Contents
Section One: What Being a Great Boss Means
1. What Great Managers Do
2. Managing Authenticity: The Paradox of Great Leadership
3. Are You a Good Boss—or a Great One?
Section Two: Build Trust and Listen
4. Do You Really Trust Your Team?
5. Open Up to Your Team—Without Oversharing
6. High-Performing Teams Need Psychological Safety
7. How to Handle a Disagreement on Your Team
8. What Great Listeners Actually Do
Section Three: Give Feedback and Motivate
9. Give Your Team More-Effective Positive Feedback
10. The Right Way to Hold People Accountable
11. You Can’t Be a Great Manager If You’re Not a Good Coach
12. Four Reasons Good Employees Lose Their Motivation
13. Get Honest, Productive Feedback
Section Four: Manage Everyone Effectively
14. How to Retain and Engage Your B Players
15. Managing Your Star Employee
16. Helping an Underperformer
17. How to Manage Someone You Don’t Like
Section Five: Help All Employees Thrive
18. Get Over Your Fear of Talking About Diversity
19. How the Best Bosses Interrupt Bias on Their Teams
20. Managing a Hybrid Workforce
21. Build Trust on Your Cross-Cultural Team
Section Six: Build Resiliency and Support Mental Health
22. Your Employees Want to Feel the Purpose in Their Jobs
23. Help Your Team Bounce Back from Failure
24. Managing an Employee Who’s Having a Personal Crisis
25. Reduce the Stigma of Mental Health at Work
26. Make Work Less Stressful and More Engaging
Index
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8. What Great Listeners Actually Do
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9. Give Your Team More-Effective Positive Feedback
SECTION THREE
Give Feedback and Motivate
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