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SECTION ONE What Is Emotional Intelligence? |
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3 | (20) |
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Definitions and reflections from experts |
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2 Do You Lead with Emotional Intelligence? |
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23 | (8) |
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SECTION TWO Self-Awareness: Understand Your Emotions, Know Your Behaviors |
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3 You Can't Manage Emotions Without Knowing What They Really Are |
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31 | (4) |
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Don't just try to ignore your negative feelings |
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4 A Vocabulary for Your Emotions |
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35 | (8) |
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5 Are You Sure You Show Respect? |
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43 | (10) |
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No other leadership behavior has a bigger effect on employees |
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SECTION THREE Manage Your Emotions |
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6 Make Your Emotions Work for You |
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53 | (4) |
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7 Defuse a Challenging Interaction |
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57 | (4) |
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Reframe negative thoughts and neutralize bad behavior |
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8 Stay Grounded in Stressful Moments |
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61 | (6) |
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Use your body to take a break from your mind's chatter |
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9 Recovering from an Emotional Outburst |
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67 | (6) |
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You can't just apologize and move on |
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SECTION FOUR Everyday Emotional Intelligence
10. Writing Resonant Emails |
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73 | (50) |
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Human communication for the digital age |
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11 Running Powerful Meetings |
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79 | (6) |
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Use empathy to understand potential conflicts |
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12 Giving Difficult Feedback |
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85 | (6) |
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Spark growth rather than frustration |
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13 Making Smart Decisions |
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91 | (6) |
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Emotional tagging both helps and hinders our ability to choose |
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14 An Emotional Strategy for Negotiations |
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97 | (20) |
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How to avoid the pitfalls of anxiety and anger |
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15 Working Across Cultures |
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117 | (6) |
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It's harder to read others across borders |
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SECTION FIVE Dealing with Difficult People |
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16 Make Your Enemies Your Allies |
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123 | (12) |
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Reverse a rivalry by building trust |
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17 How to Deal with a Passive-Aggressive Colleague |
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135 | (10) |
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Cut to the underlying issues |
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18 What to Do If You're a Toxic Handler |
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145 | (14) |
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SECTION SIX Understand Empathy |
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159 | (6) |
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Three types critical for leaders |
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20 Beyond Empathy: The Power of Compassion |
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165 | (10) |
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The Dalai Lama, cognitive science, and the power of caring |
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SECTION SEVEN Build Your Resilience |
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21 Resilience in the Moment |
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175 | (6) |
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Recovering your self-image |
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22 Cultivate Resilience in Tough Times |
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181 | (4) |
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Three traits of people who emerge stronger from trauma |
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23 Practice Self-Compassion |
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185 | (10) |
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Treat yourself as you would others |
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24 Don't Endure; Recharge |
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195 | (8) |
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Resilience isn't about powering through |
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25 How Resilient Are You? |
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203 | (10) |
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Manfred F. R. Kets De Vries |
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SECTION EIGHT Developing Emotional Intelligence on Your Team |
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26 How to Help Someone Develop Emotional Intelligence |
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213 | (6) |
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It's not as easy as a carrot or a stick |
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27 Handling Emotional Outbursts on Your Team |
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219 | (6) |
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Watch for facts, emotions, and values |
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28 How to Manage Your Emotional Culture |
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225 | |
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Translate the organization's mission to the micromoments of everyday work life |
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| Index |
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239 | (550) |
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3 | (14) |
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Build a strong partnership with your boss by clarifying her priorities and your needs |
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Winning Over Your New Boss |
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17 | (8) |
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Make yourself indispensable |
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Steps for Presenting Problems or Opportunities to Your Boss |
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25 | (6) |
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Get the support and resources you need to advance your agenda |
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Manage Up with Your Mentor's Guidance |
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31 | (4) |
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Your mentor can help you build a better relationship with your boss |
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Change the Way You Persuade |
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35 | (4) |
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Tailor your idea to your audience |
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Get to Know Your Boss's Boss |
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39 | (4) |
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How to Make Your Boss Look Good---Without Becoming a Sycophant |
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43 | (4) |
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Sell your boss to his boss |
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47 | (8) |
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... And start focusing your boss on the big picture |
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Dealing with Your Incompetent Boss |
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55 | (6) |
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Turn your boss's weaknesses into opportunities for you to shine |
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Coping with a Conflict-Averse Boss |
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61 | (4) |
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Make bad news bearable so your boss won't run for the hills |
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How to Give Your Boss Feedback |
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65 | (6) |
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... Without putting your career in jeopardy |
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71 | (10) |
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Meet their competing demands without getting caught in the middle |
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Section 2 MANAGING ACROSS |
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81 | (30) |
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Polish your people skills by focusing on your colleagues' priorities and pressures---not your own |
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111 | (14) |
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How to lead a group of people who don't report to you |
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Managing Remote Relationships |
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115 | (10) |
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What it takes to collaborate with people you don't see every day |
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125 | (18) |
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Build a strong support system for your next crisis or opportunity |
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How to Deal with Office Politics |
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143 | (18) |
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Focus on mutual advantage |
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Make Your Enemies Your Allies |
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149 | (12) |
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Three steps to reversing a rivalry at work |
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The Necessary Art of Persuasion |
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161 | (4) |
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Win people over by establishing credibility, discovering common ground, sharing vivid stories, and developing an emotional connection |
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Three Ways Not to Persuade |
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165 | (4) |
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Avoid these common mistakes |
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Harnessing the Science of Persuasion |
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169 | (4) |
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Influence your colleagues by appealing to basic needs such as reciprocity and their desire to be liked |
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How to Get Your Colleagues' Attention |
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173 | (4) |
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Frame your message so your colleagues immediately see what you need from them and why |
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Collaborating Across Generations |
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177 | (8) |
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Work more effectively with Boomers, Xers, and Ys |
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When the Direct Approach Backfires, Try Indirect Influence |
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185 | (4) |
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What they don't teach you in business school |
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| Index |
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189 | |
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5 | (4) |
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The Key Financial Statements |
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9 | (24) |
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Learn your way around a balance sheet, an income statement, and a cash flow statement |
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The Fundamental Laws of Business |
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33 | (10) |
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Get a grip on any company, regardless of size or location |
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Section 2 MAKING GOOD DECISIONS---AND MOVING THOSE NUMBERS |
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Using Statements to Measure Financial Health |
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43 | (14) |
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Interpret what the numbers mean through ratio analysis |
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Grow Your Profits by Streamlining Your Business |
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57 | (6) |
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Three ways to simplify for profitability |
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Working Your Assets to Boost Your Growth |
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63 | (10) |
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Focus your supply chain on customers' needs---and increase your return on invested capital |
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Profit ≠ Cash (and You Need Both) |
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73 | (10) |
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Here's why it's critical to understand the difference---especially for a growing company |
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83 | (4) |
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It helps you see what's going on now, where the business is headed, and what senior management's priorities are likely to be |
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Your Balance Sheet Levers |
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87 | (8) |
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Closely manage days sales outstanding and inventory---and have more cash at your disposal |
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What's Your Working Capital Model? A Case Study |
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95 | (10) |
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Lessons learned from Dow Jones, a business that transformed itself without going hat-in-hand to investors |
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Learn to Speak the Language of ROI |
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105 | (8) |
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Get your ideas and projects funded even when money is tight |
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Practical Tools for Management Decisions |
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113 | (14) |
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How to analyze costs and benefits, estimate ROI, calculate how quickly you'll recoup an investment, and more |
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Section 3 THE LIMITS OF FINANCIAL DATA |
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What the Financial Statements Don't Tell You |
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127 | (12) |
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Keep a sharp eye on nonfinancial data, too---and avoid the missteps of Merrill Lynch and BP |
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The Five Traps of Performance Measurement |
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139 | (14) |
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What they are---and how to steer clear of them |
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153 | (6) |
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How much have you learned? |
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| Glossary |
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159 | (10) |
| Index |
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169 | (60) |
| Introduction: Performance Management for a New Age of Work |
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1 | (2) |
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What changes to the process mean for you as a manager |
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1 The Characteristics of Effective Goals |
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13 | (8) |
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Make them clear and specific, achievable but challenging |
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2 Define Employee Goals---and Decide How They're Measured |
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21 | (12) |
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Fit the needs of the individual and the organization |
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3 Collaborate with Your Employee to Create a Plan for Moving Forward |
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33 | (12) |
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Outline steps to accomplish objectives and adjust as necessary |
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SECTION TWO Ongoing Performance Management |
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4 Assessing Performance Isn't a Onetime Event |
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45 | (12) |
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Note good and bad work, and identify root cause |
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5 Make a Habit of Providing Feedback |
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57 | (14) |
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Discuss your observations with your employee |
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6 Coach Your Employees to Close Performance Gaps |
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71 | (12) |
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Ask questions to help them solve problems and master new skills |
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7 How to Keep Your Employees Motivated |
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83 | (16) |
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Recognize good work, and encourage progress |
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SECTION THREE Developing Employees |
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8 Understand Your Employee's Wants and Needs |
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99 | (12) |
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Know what your direct report aspires to |
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9 Expand Your Employee's Skill Sets |
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111 | (14) |
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Basic tactics to learn new areas of expertise |
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10 Craft a Development Plan |
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125 | (10) |
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Define a specific path for future growth |
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11 How to Develop Someone Who's Struggling |
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135 | (14) |
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Good performers aren't the only ones who need to grow |
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SECTION FOUR Formal Performance Reviews |
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12 The Case Against (and for) Annual Appraisals |
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149 | (10) |
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How companies are changing the way they look at reviews |
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13 Assess Performance, but Rethink Ratings |
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159 | (22) |
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Take an individualized approach |
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14 How to Conduct the Review Conversation |
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181 | (14) |
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Tips and tricks for a productive discussion |
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15 Define New Goals for a New Cycle |
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195 | (6) |
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Adjust objectives for continued growth |
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SECTION FIVE Tough Topics |
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16 Responding to the Steady Worker |
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201 | (6) |
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What to do with your stalwarts |
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17 Preventing Burnout on Your Team |
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207 | (10) |
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Make sure your people aren't running out of steam |
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18 Managing the Performance of Remote Employees |
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217 | (2) |
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From giving feedback to conducting annual appraisals |
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| Sources |
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229 | (8) |
| Index |
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237 | |
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1 The Four Phases of Project Management |
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3 | (28) |
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What's involved in planning, build-up, implementation, and closeout---and how these processes overlap |
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31 | (10) |
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Who's who in project management |
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41 | (6) |
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4 Dealing with a Project's "Fuzzy Front End" |
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47 | (6) |
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You can't eliminate uncertainty in the early stages of a complex project---but you can manage it |
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5 Performing a Project Premortem |
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53 | (4) |
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Learn from your project while it's still alive and well |
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6 Will Project Creep Cost You---or Create Value? |
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57 | (8) |
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Set strict limits on scope, but be flexible when major opportunities arise |
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7 Setting Priorities Before Starting Your Project |
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65 | (8) |
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Three steps for staying on track |
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8 Boost Productivity with Time-Boxing |
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73 | (4) |
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Tips for getting your team's calendars---and yours---under control |
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77 | (10) |
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Put the horse before the cart |
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10 HBR Case Study: A Rush to Failure? |
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87 | (14) |
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When does speed trump quality? |
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11 Getting Your Project Off on the Right Foot |
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101 | (6) |
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Set your project up for success with a well-planned launch |
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12 The Discipline of Teams |
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107 | (6) |
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Mutual accountability leads to astonishing results |
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13 Effective Project Meetings |
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113 | (4) |
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Run your meetings well, and infuse your project with energy and direction |
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14 The Adaptive Approach to Project Management |
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117 | (6) |
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What to do when your usual decision tools cease to be useful in the face of uncertainty |
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15 Why Good Projects Fail Anyway |
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123 | (4) |
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The risks that come with big projects---and how to manage them |
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16 Monitoring and Controlling Your Project |
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127 | (8) |
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Don't be afraid to revise your plan |
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17 Managing People Problems on Your Team |
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135 | (4) |
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Make sure people stay on task, pull their weight, work together, and meet quality standards |
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18 The Tools of Cooperation and Change |
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139 | (4) |
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What to do when people disagree on goals, how to achieve them, or both |
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19 Don't Throw Good Money (or Time) After Bad |
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143 | (8) |
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How to avoid chasing after sunk costs |
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20 Handing off Authority and Control |
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151 | (6) |
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Gauge your success before wrapping things up |
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21 Capturing Lessons Learned |
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157 | (6) |
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Four steps to an effective after-action review |
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| Glossary |
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163 | (4) |
| Index |
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167 | |
| Preface: Conflict at work is inevitable---but it doesn't have to be destructive |
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ix | |
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| Introduction: A Practical Plan for Dealing with Conflict |
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xvii | |
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SECTION ONE Preparing for Conflict Before It Happens |
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3 | (12) |
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2 Your Options for Handling Conflict |
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15 | (16) |
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Different situations call for different approaches |
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3 Recognize Your Natural Tendency |
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31 | (12) |
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Most of us fall into one of two camps |
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SECTION TWO Managing a Conflict |
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43 | (18) |
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Understand the players and the larger context |
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5 Get Ready for the Conversation |
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61 | (14) |
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6 Have a Productive Conversation |
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75 | (26) |
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SECTION THREE Resolving a Conflict |
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7 Get to a Resolution and Make a Plan |
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101 | (10) |
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Collaborate to find a creative solution |
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8 Repair the Relationship |
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111 | (10) |
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Rebuild trust and move on |
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9 Navigate Common Situations |
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121 | (44) |
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| Sources |
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165 | (10) |
| Featured Experts |
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175 | (10) |
| Index |
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185 | (8) |
| About the Author |
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193 | (4) |
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Section 1 ONGOING FEEDBACK |
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1 Giving Effective Feedback |
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3 | (4) |
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The two types of feedback, defined |
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2 Sometimes Negative Feedback Is Best |
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7 | (4) |
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For some, it can be more motivating than praise |
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3 Giving Feedback That Sticks |
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11 | (16) |
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Prevent a fight-or-flight response |
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4 A Better Way to Deliver Bad News |
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27 | (20) |
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Take an open approach to your discussion |
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5 The Set-Up-to-Fail Syndrome |
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|
47 | (34) |
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How bosses create their own poor performers |
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6 How to Give Feedback That Helps People Grow |
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|
81 | (8) |
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Establish trust, then focus on improvement |
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7 Recognize Good Work in a Meaningful Way |
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89 | (8) |
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Tailor your rewards to the person and the effort |
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|
Christina Bielaszka-Duvernay |
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Section 2 FORMAL PERFORMANCE APPRAISALS |
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|
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8 Delivering an Effective Performance Review |
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|
97 | (10) |
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Five basic rules for getting it right |
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9 Managing Performance When It's Hard to Measure |
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|
107 | (10) |
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Focus on the individual, not a rating |
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10 Stop Worrying About Your Employee's Weaknesses |
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|
117 | (6) |
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Emphasize their strengths to help them grow |
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11 How to Set and Support Employee Goals |
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123 | (12) |
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Set your people up to succeed |
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12 When to Grant a Promotion or Raise |
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|
135 | (12) |
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First, make sure they can do the job they want |
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13 Tips for Record Keeping |
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|
147 | (6) |
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Track performance so reviews run smoothly |
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14 How to Help an Underperformer |
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|
153 | (10) |
|
Identify the problem and see if coaching can help |
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15 Delivering Criticism to a Defensive Employee |
|
|
163 | (8) |
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16 How to Give Star Performers Productive Feedback |
|
|
171 | (10) |
|
Discuss performance, new frontiers, and aspirations |
|
|
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|
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17 Prioritizing Feedback---Even When Time Is Short |
|
|
181 | (4) |
|
Three ways to be more efficient |
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|
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|
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18 Navigating the Choppy Waters of Cross-Cultural Feedback |
|
|
185 | (4) |
|
Make subtle shifts to adapt your approach |
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19 How to Discuss Performance with Your Team |
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|
189 | (8) |
|
Let them do the talking first |
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| Index |
|
197 | |
| Introduction: Why Coach? |
|
xi | |
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Section 1 PREPARING TO COACH YOUR EMPLOYEES |
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|
|
1 Shift Your Thinking to Coach Effectively |
|
|
3 | (10) |
|
You're learning right along with your employees |
|
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2 Set the Stage to Stimulate Growth |
|
|
13 | (16) |
|
A practical, concrete plan for achieving peak performance |
|
|
|
|
|
3 Earn Your Employees' Trust |
|
|
29 | (10) |
|
Build rapport so that they can hear your feedback |
|
|
|
|
|
Section 2 COACHING YOUR EMPLOYEES |
|
|
|
4 Holding a Coaching Session |
|
|
39 | (12) |
|
Ask questions, articulate goals, reframe challenges |
|
|
|
|
|
5 Following Up After a Coaching Session |
|
|
51 | (10) |
|
|
|
|
|
|
|
|
6 Giving Feedback That Sticks |
|
|
61 | (12) |
|
Prevent a fight-or-flight response |
|
|
|
|
|
7 Enlist Knowledge Coaches |
|
|
73 | (4) |
|
Tap the "deep smarts" of your subject-matter experts |
|
|
|
|
|
|
|
8 Coaching Effectively in Less Time |
|
|
77 | (8) |
|
Adopt efficient habits and claim found time |
|
|
|
|
|
9 Help People Help Themselves |
|
|
85 | (8) |
|
They'll continue to grow through self-coaching |
|
|
|
|
|
10 Avoid Common Coaching Mistakes |
|
|
93 | (10) |
|
Pitfalls to watch out for---and how to remedy them |
|
|
|
|
|
Section 3 CUSTOMIZE YOUR COACHING |
|
|
|
11 Tailor Your Coaching to People's Learning Styles |
|
|
103 | (12) |
|
Find approaches to learning that your employees will be motivated to follow |
|
|
|
|
|
|
|
12 Coaching Your Stars, Steadies, and Strugglers |
|
|
115 | (8) |
|
You can't---and shouldn't---give them equal time |
|
|
|
|
|
13 Coaching Your Rookie Managers |
|
|
123 | (12) |
|
Help them avoid classic beginners' errors |
|
|
|
|
|
14 Coaching Rising Managers to Emotional Maturity |
|
|
135 | (14) |
|
Don't promote people before they're ready |
|
|
|
|
|
|
|
|
|
|
|
149 | (16) |
|
When to intervene---and how |
|
|
|
|
| Index |
|
165 | (622) |
|
|
|
|
1 You Can't Get It All Done |
|
|
3 | (6) |
|
... So what should you do? |
|
|
|
|
|
2 Nine Things Successful People Do Differently |
|
|
9 | (14) |
|
It's not who you are; it's what you do |
|
|
|
|
|
3 Being More Productive: An Interview with David Allen and Tony Schwartz |
|
|
23 | (12) |
|
Do you need the right system or the right frame of mind? |
|
|
|
|
|
Section 2 PRIORITIZE YOUR WORK |
|
|
|
4 Get a Raise by Getting the Right Work Done |
|
|
35 | (4) |
|
Focus on the work that will bring the greatest reward---for your organization and for you |
|
|
|
|
|
5 The Worth-Your-Time Test |
|
|
39 | (4) |
|
Stop wasting time on the wrong work |
|
|
|
|
|
|
|
43 | (6) |
|
Make it easier to decline projects and invitations |
|
|
|
|
|
Section 3 ORGANIZE YOUR TIME |
|
|
|
7 A Practical Plan for When You Feel Overwhelmed |
|
|
49 | (4) |
|
How to get started when you don't know where to begin |
|
|
|
|
|
8 Stop Procrastinating---Now |
|
|
53 | (4) |
|
Five tips for breaking this bad habit |
|
|
|
|
|
9 Don't Let Long-Term Projects Become Last-Minute Panic |
|
|
57 | (6) |
|
What to do when you have "all the time in the world" |
|
|
|
|
|
|
|
63 | (6) |
|
Do just one thing to get many things done |
|
|
|
|
|
11 How to Stay Focused on What's Important |
|
|
69 | (4) |
|
|
|
|
|
|
|
|
73 | (4) |
|
The secret is specificity |
|
|
|
|
|
13 How to Tackle Your To-Do List |
|
|
77 | (4) |
|
|
|
|
|
|
14 Reward Yourself for Doing Dreaded Tasks |
|
|
81 | (6) |
|
When crossing items off your list just isn't enough |
|
|
|
|
|
Section 4 DELEGATE EFFECTIVELY |
|
|
|
15 Management Time: Who's Got the Monkey? |
|
|
87 | (22) |
|
Delegate, Delegate, Delegate |
|
|
|
|
|
|
|
|
|
|
|
109 | (4) |
|
|
|
|
|
|
|
|
|
|
|
17 Ritual: How to Get Important Work Done |
|
|
113 | (4) |
|
Make good habits automatic |
|
|
|
|
|
18 Power Through Your Day in 90-Minute Cycles |
|
|
117 | (4) |
|
Work with your body's natural rhythms |
|
|
|
|
|
19 An 18-Minute Plan for Managing Your Day |
|
|
121 | (4) |
|
Frequent check-ins with yourself will keep you on course |
|
|
|
|
|
20 Use a 10-Minute Diary to Stay on Track |
|
|
125 | (10) |
|
The best way to spend the last few minutes of your day |
|
|
|
|
|
|
|
Section 6 RENEW YOUR ENERGY |
|
|
|
21 How to Accomplish More by Doing Less |
|
|
135 | (4) |
|
Take breaks to get more done |
|
|
|
|
|
22 Manage Your Energy, Not Your Time |
|
|
139 | (8) |
|
Time is limited, but your energy is not |
|
|
|
|
|
|
|
23 Why Great Performers Sleep More |
|
|
147 | (6) |
|
|
|
|
|
|
Section 7 TAKE CONTROL OF YOUR E-MAIL |
|
|
|
|
|
153 | (4) |
|
|
|
|
|
|
25 Eight E-mail Overload Experiments |
|
|
157 | (8) |
|
Don't be afraid to be extreme |
|
|
|
|
|
Section 8 MAINTAIN YOUR NEW APPROACH |
|
|
|
26 Sustaining Your Productivity System |
|
|
165 | (6) |
|
You've become productive! Now keep it up |
|
|
|
|
|
Section 9 EXPLORE FURTHER |
|
|
|
27 More Productivity Books to Explore |
|
|
171 | (4) |
|
Summaries of three popular titles by Covey, Morgenstern, and Allen |
|
|
|
|
|
28 Productivity Apps and Tools |
|
|
175 | (12) |
|
Tech tools to keep you on track |
|
|
| Index |
|
187 | |
| Introduction |
|
xi | |
|
Negotiation is about creativity, not compromise |
|
|
|
1 The Seven Elements Tool |
|
|
1 | (14) |
|
Carefully define your measure of success |
|
|
|
Section 1 BEFORE YOU GET IN THE ROOM |
|
|
|
The best negotiator is the most prepared one |
|
|
|
2 Question Your Assumptions About the Negotiation |
|
|
15 | (8) |
|
Develop new, more empowering expectations |
|
|
|
|
|
23 | (20) |
|
Understand interests, brainstorm options, research standards, and consider alternatives |
|
|
|
|
|
43 | (14) |
|
Plan how you will work and communicate with the other party |
|
|
|
|
|
57 | (14) |
|
Agree on the process and who's involved |
|
|
|
|
|
|
Power comes from negotiating with discipline |
|
|
|
|
|
71 | (10) |
|
Establish how you'll work together |
|
|
|
7 Create and Refine Your Options |
|
|
81 | (14) |
|
Make the most of your time together |
|
|
|
8 Select the Right Outcome |
|
|
95 | (8) |
|
Narrow in on a workable solution and commit with care |
|
|
|
9 Continuously Adapt Your Approach |
|
|
103 | (8) |
|
Be prepared to change course |
|
|
|
Section 3 THE COMMON CHALLENGES |
|
|
|
Tools and techniques you can use in specific situations |
|
|
|
10 Align Multiple Parties |
|
|
111 | (12) |
|
Avoid inefficiency and chaos |
|
|
|
11 Tame the Hard Bargainer |
|
|
123 | (12) |
|
|
|
|
12 When Communication Breaks Down |
|
|
135 | (12) |
|
|
|
|
13 When Emotions Get in the Way |
|
|
147 | (12) |
|
|
|
|
|
|
|
Careful review drives learning and improvement |
|
|
|
14 Wrap Up the Negotiation |
|
|
159 | (8) |
|
Know when you're done, and communicate the final decisions |
|
|
|
|
|
167 | (4) |
|
Use "lessons learned" today for improvement tomorrow |
|
|
| Learn More |
|
171 | (2) |
| Index |
|
173 | (6) |
| About the Author |
|
179 | |
| Introduction |
|
xi | |
|
Invest in the "people" side of teamwork |
|
|
|
Section 1 BUILD YOUR TEAM'S INFRASTRUCTURE |
|
|
|
1 Pull Together a Winning Team |
|
|
3 | (8) |
|
Make it small and diverse |
|
|
|
2 Get to Know One Another |
|
|
11 | (14) |
|
Connect in a meaningful way and learn what people need to do their best work |
|
|
|
3 Establish Your Team's Goals |
|
|
25 | (10) |
|
Define your tasks and outcomes---and your processes for achieving them |
|
|
|
4 Agree on Individuals' Roles |
|
|
35 | (10) |
|
Decide who will do what on the team |
|
|
|
5 Agree on Rules of Conduct |
|
|
45 | (10) |
|
Specify how the team will operate as a unit |
|
|
|
6 Set the Stage for Accountability |
|
|
55 | (12) |
|
Sort out how the team will enforce its goals, roles, and rules |
|
|
|
7 Commit to a Team Contract |
|
|
67 | (6) |
|
Summarize what you've agreed to in your team-building conversations |
|
|
|
Section 2 MANAGE YOUR TEAM |
|
|
|
8 Make Optimal Team Decisions |
|
|
73 | (14) |
|
Create an environment where everyone participates |
|
|
|
9 Hold People Accountable |
|
|
87 | (12) |
|
Build skills---and trust---in giving and receiving feedback |
|
|
|
10 Give People Recognition |
|
|
99 | (4) |
|
Motivate them to contribute more by acknowledging what they've done |
|
|
|
11 Resolve Conflicts Constructively |
|
|
103 | (14) |
|
Get problems out in the open right away so you can move past them |
|
|
|
|
|
117 | (6) |
|
Discuss what's working and what may need to change |
|
|
|
13 Manage Outside the Team |
|
|
123 | (10) |
|
Cultivate mutually beneficial external relationships |
|
|
|
Section 3 CLOSE OUT YOUR TEAM |
|
|
|
|
|
133 | (6) |
|
Keep everyone focused and working productively until the end |
|
|
|
15 Learn from Your Team's Experiences |
|
|
139 | (8) |
|
Reflect on what worked and what didn't |
|
|
| Appendix A Rules Inventory |
|
147 | (6) |
| Appendix B Cultural Audit |
|
153 | (4) |
| Appendix C Team Contract |
|
157 | (4) |
| Index |
|
161 | (4) |
| About the Author |
|
165 | |
| Introduction |
|
xi | |
|
Success is enabling a wise decision |
|
|
|
|
|
|
1 Know the Basics of Making a Case |
|
|
3 | (4) |
|
You're telling a story about how to meet a business need |
|
|
|
2 Learn How Your Company Evaluates Cases |
|
|
7 | (6) |
|
Seek counsel from those who know what will fly |
|
|
|
Section 2 GET TO KNOW YOUR AUDIENCE |
|
|
|
3 Figure Out Who's Calling the Shots |
|
|
13 | (4) |
|
Who really has the authority to give your project the green light? |
|
|
|
4 Understand Your Audience's Objectives |
|
|
17 | (8) |
|
Find out what your stakeholders care about |
|
|
|
|
|
|
|
|
25 | (8) |
|
What pain are you trying to alleviate? What opportunity are you pursuing? |
|
|
|
6 Build a Cross-Functional Team |
|
|
33 | (4) |
|
You need multiple perspectives to find the right solution |
|
|
|
|
|
37 | (6) |
|
The tough part is ruling out options |
|
|
|
8 Think Through the "How" at a High Level |
|
|
43 | (6) |
|
Pave the way for realistic estimates |
|
|
|
Section 4 CRUNCH THE NUMBERS |
|
|
|
9 Estimate Costs and Benefits |
|
|
49 | (12) |
|
Peg them to categories in your company's P&L |
|
|
|
|
|
61 | (18) |
|
Spreadsheets make it fairly painless |
|
|
|
|
|
79 | (8) |
|
|
|
|
Section 5 PRESENT YOUR CASE AND MOVE FORWARD |
|
|
|
|
|
87 | (6) |
|
Summarize your story and support it with data |
|
|
|
|
|
93 | (4) |
|
Drum up support before decision time |
|
|
|
14 Are You Ready to Present? |
|
|
97 | (2) |
|
Use this brief checklist to make sure you've covered all the bases |
|
|
|
|
|
99 | (6) |
|
Appeal directly to decision makers |
|
|
|
|
|
105 | (4) |
|
"Yes" is meaningless unless stakeholders commit resources |
|
|
|
|
|
109 | (10) |
|
Get started, even if it means heading back to the drawing board |
|
|
| Appendix A Avoid Common Mistakes |
|
119 | (4) |
| Appendix B How to Give a Killer Presentation |
|
123 | (16) |
|
|
|
|
| Glossary |
|
139 | (4) |
| Index |
|
143 | (6) |
| About the Authors |
|
149 | (650) |
| Introduction: Why you need to write well |
|
xv | |
|
Section 1 Delivering the Goods Quickly and Clearly |
|
|
|
1 Know why you're writing |
|
|
3 | (4) |
|
2 Understand your readers |
|
|
7 | (6) |
|
3 Divide the writing process into four separate tasks |
|
|
13 | (6) |
|
4 Before writing in earnest, jot down your three main points---in complete sentences |
|
|
19 | (8) |
|
|
|
27 | (4) |
|
6 Improve what you've written |
|
|
31 | (6) |
|
7 Use graphics to illustrate and clarify |
|
|
37 | (6) |
|
Section 2 Developing Your Skills |
|
|
|
|
|
43 | (6) |
|
9 Learn to summarize---accurately |
|
|
49 | (4) |
|
|
|
53 | (4) |
|
11 Be plain-spoken: Avoid bizspeak |
|
|
57 | (10) |
|
12 Use chronology when giving a factual account |
|
|
67 | (4) |
|
13 Be a stickler for continuity |
|
|
71 | (6) |
|
14 Learn the basics of correct grammar |
|
|
77 | (8) |
|
15 Get feedback on your drafts from colleagues |
|
|
85 | (6) |
|
Section 3 Avoiding the Quirks That Turn Readers Off |
|
|
|
16 Don't anesthetize your readers |
|
|
91 | (8) |
|
|
|
99 | (6) |
|
Section 4 Common Forms of Business Writing |
|
|
|
|
|
105 | (6) |
|
|
|
111 | (14) |
|
|
|
125 | (8) |
|
21 Performance Appraisals |
|
|
133 | (6) |
|
|
|
|
A A Checklist for the Four Stages of Writing |
|
|
139 | (4) |
|
B A Dozen Grammatical Rules You Absolutely Need to Know |
|
|
143 | (10) |
|
C A Dozen Punctuation Rules You Absolutely Need to Know |
|
|
153 | (10) |
|
|
|
163 | (2) |
|
E Some Dos and Don'ts of Business-Writing Etiquette |
|
|
165 | (4) |
|
|
|
169 | (30) |
| Desk References |
|
199 | (4) |
| Index |
|
203 | (6) |
| Acknowledgments |
|
209 | (2) |
| About the Author |
|
211 | (12) |
| Introduction |
|
xv | |
|
|
|
|
Section 1 AUDIENCE: Know your audience and build empathy |
|
|
|
Understand the Audience's Power |
|
|
3 | (4) |
|
Your idea's fate is in their hands |
|
|
|
|
|
7 | (4) |
|
Focus on who matters most |
|
|
|
Present Clearly and Concisely to Senior Executives |
|
|
11 | (4) |
|
Help them make big decisions on a tight schedule |
|
|
|
Get to Know Your Audience |
|
|
15 | (4) |
|
It's easier to convince someone you know |
|
|
|
Define How You'll Change the Audience |
|
|
19 | (2) |
|
What do you want people to believe? How do you want them to behave? |
|
|
|
|
|
21 | (6) |
|
|
|
|
Section 2 MESSAGE: Develop persuasive content |
|
|
|
|
|
27 | (2) |
|
Clearly state your point of view---and what's at stake |
|
|
|
Generate Content to Support the Big Idea |
|
|
29 | (4) |
|
When you're brainstorming, more is more |
|
|
|
|
|
33 | (4) |
|
Think through opposing perspectives |
|
|
|
Amplify Your Message Through Contrast |
|
|
37 | (2) |
|
Create and resolve tension |
|
|
|
Build an Effective Call to Action |
|
|
39 | (4) |
|
|
|
|
|
|
43 | (4) |
|
|
|
|
|
|
47 | (4) |
|
Outline your presentation by writing clear, active slide titles that hang together |
|
|
|
Balance Analytical and Emotional Appeal |
|
|
51 | (4) |
|
Stay credible while you reel people in |
|
|
|
|
|
55 | (4) |
|
Is your language clear enough to pass the "grandmother test"? |
|
|
|
|
|
59 | (4) |
|
Good ones get repeated, tweeted, and heeded |
|
|
|
Section 3 STORY: Use storytelling principles and structure to engage your audience |
|
|
|
Apply Storytelling Principles |
|
|
63 | (2) |
|
Make your presentation stick |
|
|
|
|
|
65 | (2) |
|
Storytelling principles provide a framework |
|
|
|
|
|
67 | (4) |
|
Establish the gap between what is and what could be |
|
|
|
|
|
71 | (2) |
|
Build tension between what is and what could be |
|
|
|
|
|
73 | (2) |
|
|
|
|
|
|
75 | (6) |
|
Decisions are not made by facts alone |
|
|
|
Use Metaphors as Your Glue |
|
|
81 | (2) |
|
Memorable themes help rally an audience |
|
|
|
Create Something They'll Always Remember |
|
|
83 | (8) |
|
|
|
|
Section 4 MEDIA: Identify the best modes for communicating your message |
|
|
|
Choose the Right Vehicle for Your Message |
|
|
91 | (4) |
|
Slide decks aren't always the answer |
|
|
|
Make the Most of Slide Software |
|
|
95 | (4) |
|
|
|
|
Determine the Right Length for Your Presentation |
|
|
99 | (4) |
|
Keep your audience engaged by budgeting your time |
|
|
|
Persuade Beyond the Stage |
|
|
103 | (4) |
|
Communicate before, during, and after your presentation |
|
|
|
|
|
107 | (4) |
|
Mixing in experts and media holds interest |
|
|
|
Section 5 SLIDES: Conceptualize and simplify the display of information |
|
|
|
|
|
111 | (2) |
|
Visuals should convey meaning |
|
|
|
Create Slides People Can "Get" in Three Seconds |
|
|
113 | (4) |
|
Do they pass the glance test? |
|
|
|
Choose the Right Type of Slide |
|
|
117 | (6) |
|
Bullets aren't the only tool |
|
|
|
Storyboard One Idea per Slide |
|
|
123 | (4) |
|
|
|
|
|
|
127 | (2) |
|
Make your slides stand out |
|
|
|
Arrange Slide Elements with Care |
|
|
129 | (8) |
|
Make your visuals easier to process |
|
|
|
|
|
137 | (6) |
|
Emphasize what's important, remove the rest |
|
|
|
|
|
143 | (6) |
|
Use shapes to show relationships |
|
|
|
Use the Right Number of Slides |
|
|
149 | (2) |
|
Size up your situation before building your deck |
|
|
|
|
|
151 | (4) |
|
... And when it's overkill |
|
|
|
Section 6 DELIVERY: Deliver your presentation authentically |
|
|
|
Rehearse Your Material Well |
|
|
155 | (4) |
|
Roll with the unexpected and fully engage with the audience |
|
|
|
Know the Venue and Schedule |
|
|
159 | (4) |
|
Control them when you can |
|
|
|
Anticipate Technology Glitches |
|
|
163 | (4) |
|
Odds of malfunction are high |
|
|
|
|
|
167 | (2) |
|
Exercises to calm your nerves |
|
|
|
Set the Right Tone for Your Talk |
|
|
169 | (2) |
|
You never get a second chance to make a first impression |
|
|
|
|
|
171 | (4) |
|
Authenticity connects you to others |
|
|
|
Communicate with Your Body |
|
|
175 | (4) |
|
Physical expression is a powerful tool |
|
|
|
Communicate with Your Voice |
|
|
179 | (2) |
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Create contrast and emphasis |
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Make Your Stories Come to Life |
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181 | (2) |
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Re-experience them in the telling |
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Work Effectively with Your Interpreter |
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183 | (4) |
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Pay attention to chemistry, pacing, and cultural resonance |
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Get the Most out of Your Q&A |
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187 | (4) |
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Build Trust with a Remote Audience |
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191 | (4) |
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Get past technology's barriers |
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Keep Remote Listeners Interested |
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195 | (4) |
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You're fighting for the attention of multitaskers |
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Keep Your Remote Presentation Running Smoothly |
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199 | (6) |
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Use this checklist to minimize annoyances |
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Section 7 IMPACT: Measure---and increase---your presentation's impact on your audience |
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Build Relationships Through Social Media |
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205 | (6) |
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Engage with users so they'll engage fully and fairly with your ideas |
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Spread Your Ideas with Social Media |
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211 | (4) |
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Facilitate the online conversation |
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Gauge Whether You've Connected with People |
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215 | (4) |
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Gather feedback in real time and after your talk |
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Follow Up After Your Talk |
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219 | (4) |
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Make it easier for people to put your ideas into action |
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| Index |
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223 | (6) |
| About the Author |
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229 | |
| Introduction |
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1 | (1) |
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Why you need to understand data analytics |
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SECTION ONE Getting Started |
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1 Keep Up with Your Quants |
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13 | (12) |
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An innumerate's guide to navigating big data |
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2 A Simple Exercise to Help You Think Like a Data Scientist |
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25 | (8) |
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An easy way to learn the process of data analytics |
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SECTION TWO Gather the Right Information |
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3 Do You Need All That Data? |
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33 | (4) |
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Questions to ask for a focused search |
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4 How to Ask Your Data Scientists for Data and Analytics |
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37 | (8) |
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Factors to keep in mind to get the information you need |
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5 How to Design a Business Experiment |
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45 | (6) |
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Seven tips for using the scientific method |
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6 Know the Difference Between Your Data and Your Metrics |
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51 | (8) |
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Understand what you're measuring |
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7 The Fundamentals of A/B Testing |
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59 | (12) |
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How it works---and mistakes to avoid |
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8 Can Your Data Be Trusted? |
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71 | (10) |
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Gauge whether your data is safe to use |
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SECTION THREE Analyze the Data |
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9 A Predictive Analytics Primer |
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81 | (6) |
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Look to the future by looking at the past |
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10 Understanding Regression Analysis |
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87 | (16) |
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Evaluate the relationship between variables |
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11 When to Act On a Correlation, and When Not To |
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103 | (8) |
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Assess your confidence in your findings and the risk of being wrong |
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12 Can Machine Learning Solve Your Business Problem? |
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111 | (10) |
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Steps to take before investing in artificial intelligence |
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13 A Refresher on Statistical Significance |
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121 | (10) |
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Check if your results are real or just luck |
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14 Linear Thinking in a Nonlinear World |
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131 | (24) |
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A common mistake that leads to errors in judgment |
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15 Pitfalls of Data-Driven Decisions |
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155 | (10) |
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The cognitive traps to avoid |
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16 Don't Let Your Analytics Cheat the Truth |
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165 | (8) |
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Pay close attention to the outliers |
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SECTION FOUR Communicate Your Findings |
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17 Data Is Worthless If You Don't Communicate It |
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173 | (4) |
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Tell people what it means |
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18 When Data Visualization Works---and When It Doesn't |
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177 | (6) |
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Not all data is worth the effort |
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19 How to Make Charts That Pop and Persuade |
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183 | (8) |
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Five questions to help give your numbers meaning |
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20 Why It's So Hard for Us to Communicate Uncertainty |
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191 | (8) |
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Illustrating---and understanding---the likelihood of events |
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21 Responding to Someone Who Challenges Your Data |
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199 | (6) |
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Ensure the data is thorough, then make |
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22 Decisions Don't Start with Data |
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205 | (4) |
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Influence others through story and emotion |
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| Appendix: Data Scientist: The Sexiest Job of the 21st Century |
|
209 | (16) |
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| Index |
|
225 | |
| Preface: The Condensed Guide to Running Meetings |
|
1 | (10) |
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The s-minute version of everything you need to know |
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1 Do You Really Need to Hold That Meeting? |
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11 | (4) |
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A simple tool to help you decide |
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2 Stop Calling Every Conversation a "Meeting" |
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15 | (4) |
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We need a more effective vocabulary |
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3 If You Can't Say What Your Meeting Will Accomplish, You Shouldn't Have It |
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19 | (6) |
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Set a purpose by answering two questions |
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4 How to Design an Agenda for an Effective Meeting |
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25 | (8) |
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A productive meeting begins here |
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5 The Key to Shorter, Better Meetings |
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33 | (2) |
|
A filter to help you articulate your purpose |
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35 | (2) |
|
Build in time for transition |
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|
7 The Magic of 30-Minute Meetings |
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37 | (6) |
|
Give yourself less time, and you'll get more done |
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8 Meetings Need a Shot Clock |
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43 | (4) |
|
Tackle your agenda by beating the buzzer |
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9 Are There Too Many People in Your Meeting? |
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|
47 | (6) |
|
Probably. A rule of thumb |
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10 Before a Meeting, Tell Your Team That Silence Denotes Agreement |
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|
53 | (6) |
|
Speak now or forever hold your peace |
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11 Establish Ground Rules |
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|
59 | (4) |
|
Set expectations for participation |
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12 Reach Group Decisions During Meetings |
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|
63 | (4) |
|
You have options for gathering input and moving forward |
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|
|
13 The Right Way to Cut People Off in Meetings |
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|
67 | (4) |
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14 Dealing with People Who Derail Meetings |
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|
71 | (6) |
|
Having an explicit purpose will get you back on track |
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|
15 Refocus a Meeting After Someone Interrupts |
|
|
77 | (10) |
|
Listen, validate, and redirect |
|
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|
SECTION THREE Participate |
|
|
|
16 Polite Ways to Decline a Meeting Invitation |
|
|
87 | (6) |
|
Preserve your time---and the relationship |
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|
|
17 How to Interject in a Meeting |
|
|
93 | (4) |
|
Useful phrases to introduce ideas, disagree, and express confusion |
|
|
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|
|
18 Stuck in a Meeting from Hell? Here's What to Do |
|
|
97 | (4) |
|
Don't just sit there and suffer |
|
|
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|
|
19 7 Ways to Stop a Meeting from Dragging On |
|
|
101 | (6) |
|
Break free from the silent majority |
|
|
|
|
|
20 When Your Boss Is Terrible at Leading Meetings |
|
|
107 | (8) |
|
Three tactics for turning things around |
|
|
|
|
|
SECTION FOUR Close and Follow Up |
|
|
|
21 The Right Way to End a Meeting |
|
|
115 | (4) |
|
|
|
|
|
|
22 Don't End a Meeting Without Doing These 3 Things |
|
|
119 | (8) |
|
Make sure everyone's on the same page |
|
|
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|
|
SECTION FIVE Specific Types of Meetings |
|
|
|
23 What Everyone Should Know About Running Virtual Meetings |
|
|
127 | (8) |
|
|
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|
|
24 How to Run a Great Virtual Meeting |
|
|
135 | (8) |
|
|
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|
|
|
25 Conduct a Meeting of People from Different Cultures |
|
|
143 | (8) |
|
Help them step outside their comfort zones |
|
|
|
|
|
26 Making Global Meetings Work |
|
|
151 | (4) |
|
Inconvenience everybody equally |
|
|
|
|
|
27 Give Your Standing Meetings a Makeover |
|
|
155 | (2) |
|
Do away with the same old, same old |
|
|
|
|
|
28 How to Do Walking Meetings Right |
|
|
157 | (6) |
|
Boost your creative thinking and engagement |
|
|
|
|
|
|
|
|
|
29 Stand-Up Meetings Don't Work for Everybody |
|
|
163 | (4) |
|
Are they speedy, or sexist, ageist, and height-ist? |
|
|
|
|
|
30 Leadership Summits That Work |
|
|
167 | (52) |
|
Stop putting your top people to sleep |
|
|
|
|
|
|
|
Appendix A Meeting Preparation Checklist |
|
|
197 | (2) |
|
Appendix B Sample Agendas |
|
|
199 | (6) |
|
Appendix C Meeting Follow-Up Checklist |
|
|
205 | (2) |
|
Appendix D Sample Follow-Up Memo |
|
|
207 | (4) |
|
Appendix E Digital Tools to Make Your Next Meeting More Productive |
|
|
211 | (8) |
| There's an app for that |
|
|
|
| Index |
|
219 | |
