Download 9 Powerful Practices of Really Great Bosses by Stephen Kohn, Vincent O'Connell PDF

By Stephen Kohn, Vincent O'Connell

"This is an excellent e-book for managers to learn. it really is understandable, concise, and choked with precious knowledge at the human facets of leadership."
--Mike Wilk, companion and perform chief, Ernst & Young

"The 9 strong Practices of actually nice Bosses offers a great education version supervisor can either totally delight in and simply implement."
--Raymond G. Steitz, senior v.p. of human assets, Olam Americas

Why does one administration variety make staff hate their jobs, whereas a special type conjures up them to accomplish and instructions their recognize? Emotionally clever humans administration abilities become the first cause. In glossy corporations prepared on

retaining their such a lot proficient human capital, there's not more vital competency to boost than the talents that inspire humans to outperform the competition.

9 robust Practices of truly nice Bosses contains a brilliant, simply carried out framework geared up into 3 precise units of skills--foundational, those who hinder universal pitfalls, and people who pertain to complicated courting administration. For the busy supervisor looking powerful and well timed effects from management improvement education, this booklet can turn into a springboard for sturdy expert development and speeded up good fortune within the improvement of all-important people-management talents.

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Additional resources for 9 Powerful Practices of Really Great Bosses

Example text

This description of a person—that he or she has “presence”—is very flattering, with highly positive implications for the person’s ability to form healthy interpersonal bonds. Having “presence” involves the perception by others that the person manifesting this trait is well grounded, thoughtful, and in control. When owning “presence,” an individual exudes confidence, stability, dependability, and trustworthiness—all integral personal qualities admired by others. Whether one is managing a company, a department, a team meeting, or even just taking part in a friendly conversation, expressing the “self” creates admiration for the individual’s credibility and genuineness.

Such a label reinforces that, somehow, you had been “blinded” to a certain reality that others had perceived about you. The proverbial bicycle was behind your car, but no warning sound had gone off. An active, relentless effort to seek feedback from others reduces the likelihood that your “blind spots” will persist. - Get specifics, if they will help you understand the feedback. The more specific the examples (dates, times, places, and people involved) the more you will be able to reflect on how the feedback applies.

5 At the heart of this “other-orientation” is the art of listening. It requires discipline and energy, directed externally rather than internally. Managers need to evaluate how much time they spend talking (often behavior that is self-oriented) and how much time they spend listening (most often behavior that is externally oriented). Now, let’s take a moment to review some key points about empathic listening: Empathic listeners do not: - Spend most of the time rehearsing what they intend to say—once it is their turn to talk—during the process of hearing other people speak.

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