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Dedication Page
by Stephen Robbins, Martha I. Finney
Successful Management Guidelines (Collection)
About This eBook
Title Page
Copyright Page
Contents
The Truth About: Getting the Best from People, Second Edition
Copyright Page
Praise for the First Edition
Dedication Page
Introduction
Part I: The Truth About Employee Engagement
Truth 1. You don’t need the carrot or the stick
Truth 2. You have direct influence over your employees’ passion quotient
Truth 3. You get the best by giving the best
Truth 4. It’s not money that motivates
Truth 5. Employee engagement isn’t for sissies
Truth 6. Real engagement gains happen after survey scores come in
Part II: The Truth About Yourself
Truth 7. Your behaviors are your brand
Truth 8. You can’t give what you don’t have
Truth 9. “Best” doesn’t mean the same thing to everyone
Truth 10. Think you’re a great leader? Think again
Truth 11. You could be your own worst employee
Truth 12. Visionary or beat cop? Your choice
Truth 13. Your health may be compromising your leadership effectiveness
Truth 14. You don’t have to be perfect
Truth 15. Your career can recover from an engagement hit
Part III: The Truth About Engaged Cultures
Truth 16. Employee happiness is serious business
Truth 17. Great leaders make their people cry
Truth 18. Better questions lead to better answers
Truth 19. Individual passion builds a passion-fueled customer service culture
Truth 20. Authentic is better than clever
Truth 21. Retention begins with hello
Truth 22. The bad will do you good
Truth 23. Your biggest complainer may be your best supporter
Truth 24. You can sell an unpopular decision
Truth 25. Flex is best
Truth 26. Nobody cares if you don’t mean to be mean
Truth 27. Controlling your temper is a labor-saving device
Truth 28. There is no “but” in “I’m sorry”
Part IV: The Truth About Motivation
Truth 29. Engagement happens one person at a time
Truth 30. If you’re a manager, you’re a career coach
Truth 31. The candidates you’re seeking may not be the ones you need
Truth 32. Ask for cheese—you might get the moon
Truth 33. You lead better when you get off your pedestal
Truth 34. Trust is your strongest persuasion tool
Truth 35. If they aren’t buying it, they aren’t doing it
Truth 36. Overselling an opportunity can cost you precious talent
Truth 37. Focusing on what’s right can help solve what’s wrong
Truth 38. High performers are motivated by a piece of the action
Truth 39. All the generations want the same things
Part V: The Truth About Performance
Truth 40. Compassion promotes performance
Truth 41. A hot star can brighten your whole team
Truth 42. B players are your A team
Truth 43. High performers have enough coffee mugs
Truth 44. Discipline deepens engagement
Truth 45. You don’t have to inherit the problem employees
Truth 46. Performance appraisals are really about you
Truth 47. New hires can inspire current employees
Truth 48. Terminations are an engagement tool
Part VI: The Truth About Creativity
Truth 49. Innovation begins with y-e-s
Truth 50. Everyone can be creative
Truth 51. You stand between inspiration and implementation
Truth 52. Failures promote progress
Truth 53. People don’t quit their bosses, they quit their colleagues
Truth 54. Extreme pressure kills inspired performance
Truth 55. Creativity is a balancing act
Part VII: The Truth About Communication
Truth 56. Open questions ignite inspiring answers
Truth 57. Serving your employees means managing your boss
Truth 58. Bad news is good news
Truth 59. Trivial conversations are essential
Truth 60. The way you listen speaks volumes
Truth 61. Crap happens
Truth 62. Engaged employees need to know more
Part VIII: The Truth About Teams
Truth 63. Absence makes the employee happier
Truth 64. Your team has untapped talent
Truth 65. People need to fight their own battles
Truth 66. Games don’t build teams
Truth 67. Answers build teams
Truth 68. Your team can lead you to greatness
Truth 69. You’re still the boss
References
Truth 16
Truth 32
Truth 37
Truth 42
Truth 50
Truth 51
Truth 54
Truth 55
Truth 57
Truth 68
About the Author
FT Press
The Truth About Managing People, Third Edition
Copyright Page
Dedication Page
Preface
Part I: The Truth About Hiring
Truth 1. First Impressions DO Count!
Truth 2. Forget Traits; It’s Behavior That Counts!
Truth 3. Brains Matter; or Why You Should Hire Smart People
Truth 4. When in Doubt, Hire Conscientious People!
Truth 5. Want Friendly Employees? It’s in the Genes!
Truth 6. Realistic Job Previews: What You See Is What You Get
Truth 7. Throw Out Your Age Stereotypes
Truth 8. Match Personalities and Jobs
Truth 9. Hire People Who Fit Your Culture: My “Good Employee” Is Your Stinker!
Truth 10. Good Citizenship Counts!
Truth 11. Manage the Socialization of New Employees
Part II: The Truth About Motivation
Truth 12. Why Many Workers Aren’t Motivated at Work Today
Truth 13. Telling Employees to “Do Your Best” Isn’t Likely to Achieve Their Best
Truth 14. Not Everyone Wants to Participate in Setting Goals
Truth 15. Professional Workers Go for the Flow
Truth 16. When Giving Feedback: Criticize Behaviors, Not People
Truth 17. Managing Across the Generation Gap
Truth 18. You Get What You Reward
Truth 19. It’s All Relative!
Truth 20. Recognition Motivates (and It Costs Very Little)
Truth 21. There’s More to High Employee Performance Than Just Motivation
Part III: The Truth About Leadership
Truth 22. Five Leadership Myths Debunked
Truth 23. The Essence of Leadership Is Trust
Truth 24. Experience Counts! Wrong!
Truth 25. Effective Leaders Know How to Frame Issues
Truth 26. You Get What You Expect
Truth 27. Charisma Can Be Learned
Truth 28. Charisma Is Not Always an Asset
Truth 29. Make Others Dependent on You
Truth 30. Successful Leaders Are Politically Adept
Truth 31. Ethical Leadership
Truth 32. Virtual Leadership: Leading from Afar
Truth 33. Adjust Your Leadership Style for Cultural Differences, or When in Rome...
Part IV: The Truth About Communication
Truth 34. Hearing Isn’t Listening
Truth 35. Listen to the Grapevine
Truth 36. Men and Women Communicate Differently
Truth 37. What You Do Overpowers What You Say
Truth 38. The Value of Silence
Truth 39. Watch Out for Digital Distractions
Part V: The Truth About Building Teams
Truth 40. What We Know That Makes Teams Work
Truth 41. 2 + 2 Doesn’t Necessarily Equal 4
Truth 42. The Value of Diversity on Teams
Truth 43. We’re Not All Equal: Status Matters!
Truth 44. Not Everyone Is Team Material
Part VI: The Truth About Managing Conflicts
Truth 45. The Case FOR Conflict
Truth 46. Beware of Groupthink
Truth 47. How to Reduce Work–Life Conflicts
Truth 48. Negotiating Isn’t About Winning and Losing
Part VII: The Truth About Designing Jobs
Truth 49. Not Everyone Wants a Challenging Job
Truth 50. Four Job-Design Actions That Will Make Employees More Productive
Part VIII: The Truth About Performance Evaluation
Truth 51. Annual Reviews: The Best Surprise Is No Surprise!
Truth 52. Don’t Blame Me! The Role of Self-Serving Bias
Truth 53. Judging Others: Tips for Making Better Decisions
Truth 54. The Case for 360-Degree Feedback Appraisals: More IS Better!
Part IX: The Truth About Coping with Change
Truth 55. Most People Resist Any Change That Doesn’t Jingle in Their Pockets!
Truth 56. Use Participation to Reduce Resistance to Change
Truth 57. Employee Turnover Can Be a Good Thing
Truth 58. In Cutbacks: Don’t Neglect the Survivors
Truth 59. Beware of the Quick Fix
References
FT Press
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Praise for the First Edition
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Introduction
All my thanks go to Colleen Cayes. This book is for you.
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