Actionable communication and management strategies for tackling difficult workplace discussions Delivering the uncomfortable news that an employee is not stacking up can be stressful, and managers often have difficulties finding the right words to get their message across. Painless Performance Conversations presents actionable and practical communication and management strategies for any manager looking to effectively influence employee performance. Learn how to focus these conversations for maximum impact on performance, crystallize expectations for what success looks like, and engage employees in solution-finding. Presenting four key mindsets and an easy to use conversation model, this book offers the tangible solutions managers need to tackle critical workplace discussions with poise and professionalism, as well as the tools needed to stay focused in otherwise difficult conversations. Eliminates the pain and fear that leads to procrastination of tough workplace conversations. Reduces the harmful impacts of judgment in performance conversation Helps managers create a culture of ownership and accountability Author Marnie E. Green is a featured blogger for Jobing.com and shares her popular and practical management perspectives in keynotes, webinars, and workshops with thousands of leaders in organizations worldwide Painless Performance Conversations will help you to lead performance-related conversations with confidence and create a culture of workplace accountability.
The Truth About Employee Engagement was originally published as The Three Signs of a Miserable Job. A bestselling author and business guru tells how to improve job satisfaction and performance. In his sixth fable, bestselling author Patrick Lencioni takes on a topic that almost everyone can relate to: job misery. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable. Through the story of a CEO turned pizzeria manager, Lencioni reveals the three elements that make work miserable – irrelevance, immeasurability, and anonymity – and gives managers and their employees the keys to make any job more engaging. As with all of Lencioni’s books, this one is filled with actionable advice you can put into effect immediately. In addition to the fable, the book includes a detailed model examining the three root causes of job misery and how they can be remedied. It covers the benefits of managing for job engagement within organizations – increased productivity, greater retention, and competitive advantage – and offers examples of how managers can use the applications in the book to deal with specific jobs and situations. Patrick Lencioni is President of The Table Group, a management consulting firm specializing in executive team development and organizational health. As a consultant and keynote speaker, he has worked with thousands of senior executives and executive teams in organizations ranging from Fortune 500 companies to high-tech startups to universities and nonprofits. His clients include. AT&T, Direct TV, JCPenney, Microsoft, Nestle, Northwestern Mutual, Southwest Airlines and St. Jude Chilren’s Research Hospital. Lencioni is the author of ten bestselling books, including The Five Dysfunctions of a Team and The Advantage. He previously worked for Oracle, Sybase, and the management consulting firm Bain & Company.
What to say in today's toughest workplace situations Whatever trust previously existed between employer and employee has been torn into millions of pink slips, thanks to the latest recession. As a result, the rules for how managers and employees can successfully communicate have been irrevocably changed. Whether you're a manager or employee, Workscripts explains what to say in life's toughest situations at work, including: • Negotiating severance • Performance reviews • Responding to a pay cut • Asking for a raise or promotion • Terminating a friend • Job interviews • Dealing with difficult bosses • And many more
Praise for The Invisible Employee «A gem of a book . . . finding that workers who are recognized are more productive, have fewer on-the-job accidents, and translate their satisfaction into customer satisfaction.» —Financial Post «There is magic in this book. Whether you are looking for a few good tips to keep a good thing going or need to recapture the very essence of a productive workplace, The Invisible Employee provides valuable lessons nestled among the pages of a clever and compelling story.» —Stephen C. Lundinbestselling coauthor of Fish! «Gostick and Elton's simple-to-understand and teachable approach of setting and supporting core values and recognizing and celebrating those behaviors can be a very effective management technique for creating a committed and engaged workforce of 'visible employees.' This is a culture no organization can afford to be without.» —Michael R. LoseyPresident, World Federation of Personnel Management Associations «The basic principles detailed in The Invisible Employee are simple yet profound: (1) setting a guiding vision, (2) seeing employees supporting that vision, and (3) praising and celebrating that behavior. Engaging our entire staff by using these principles helps Friendly's provide great memories for our guests.» —John L. CutterCEO and President, Friendly's Ice Cream Corporation «The Invisible Employee is a very inventive and original book. Combining facts that will surprise you and a fable that will fascinate you, Gostick and Elton have crafted a book that educates and entertains. The Invisible Employee is a wonderful read with a powerful message, and I highly recommend it to leaders at all levels.» —Jim Kouzescoauthor of The Leadership Challenge
The twenty-sixth volume in the most prestigious series of annual volumes in the field of industrial and organizational psychology, providing authoritative and integrative reviews of the key literature in the field All chapters written by established experts and all topics carefully chosen to reflect the major concerns in both the research literature and in current practice Presents developments in such established areas as stress and well-being, consumer behavior, employee trust, deception and applicant faking, the assessment of job performance and work attitudes, and the employment interview Newer topics explored include methodological issues in the development and evaluation of multiple regression models, and the psychological impact of the physical office environment Each chapter offers a comprehensive and critical survey of the chosen topic, and each is supported by a valuable bibliography
Optimizing Organization Design offers a comprehensive resource and valued guide for anyone interested in improving organization performance. The book presents an approach to optimizing organization design that is based on over 100 large scale projects and 23 research studies that have been completed by Capelle Associates over the past 25 years. In addition, the book includes insightful comments from executives on their success in using this approach. Capelle’s research and client experience reveal that optimizing organization design leads to better financial performance, customer satisfaction and employee engagement. It can provide a competitive advantage and a significant return on investment. It can also become the foundation of both strategy implementation and human resources management. Capelle shows that organization design includes the alignment of a number of critical factors, including positions (vertical and functional); accountabilities and authorities (managerial and cross functional); people; deliverables and tasks. He shows that manager – direct report alignment is the single most important organization design variable. His research also shows that it is suboptimal nearly half the time. This is a horrendous waste of talent and capability, but also provides a significant opportunity for improvement in organization performance. Optimizing Organization Design clearly explains how to implement organization design improvements. This approach includes people change management, project management, and a cascading, iterative approach that is based on teams and involves education, doing real work and feedback. In addition, Optimizing Organization Design includes special sections on the role of the Board of Directors, project management, process management and compensation. In addition, the author has included four case studies and a useful glossary.
Deliver a show-stopping interview performance Does the thought of interviewing for a new job send shivers down your spine? It doesn't have to! Whether you're searching for your first job, changing careers, or looking for advancement in your current line of work, Job Interviews For Dummies shows you how to use your skills and experiences to your advantage and land that job. Following a half-decade characterized by an explosion of economic crises, global expansion, and technological innovation in the job market, today's job seekers vie for employment in a tough era of new realities where few have gone before. In addition to covering how to prepare for an interview, this updated edition explores the new realities of the job market with scenarios that you can expect to encounter, an updated sample question and answer section, coverage of how you can harness social media in your job search, information on preparing for a Web-based interview, and the best ways to keep your credibility when applying for several jobs at once. Out-prepare the competition Overcome your fear of interviewing Ask smart questions about the job and the employer Give the best answers to make-or-break questions Fit your qualifications to the job's requirements Dress like an insider Survive personality tests Interview across cultures Evaluate a job offer Negotiate a better salary Whether you're fresh from the classroom, a prime-timer over 50, or somewhere in between, Job Interviews For Dummies quickly gets you up to speed on the skills and tools you need to land the job you want.
In this book the author explains that managers must build human capital and engender employee engagement by managing them almost not at all, by attending instead to the factors and circumstances that make them successful. In other words, managers must play their role from offstage and out of the limelight. Based on a survey of over 16,000 employees, the author presents Towers-Watson' management performance model: Executing tasks, Building relationships and performance capability, and Energizing change. Additionally, managers must create an atmosphere of authenticity and trust.
A groundbreaking approach to successful performance improvement Almost every executive in business today is faced with the challenge of improving performance, from incremental improvements to wholesale organizational change. Here, a world-renowned expert in organizational improvement asserts that most hard-won changes don't last for long, however, because of the inability to identify the root causes of the problem. How Organizations Work offers a clear, integrated solution to performance improvement via a new «Enterprise Model»-which takes into account all variables that influence performance. Alan Brache provides a comprehensive «physical exam» for checking an organization's vital signs and a 360-degree picture of how organizational dynamics can be harnessed to effect permanent improvements in performance.
Praise for Strategic Employee Surveys «This is a must-read! If you want to bring your employee survey up to the next level—if you want to predict and drive your organizational outcomes, including customer satisfaction and business performance—if you want to move your business strategy and survey program closer together, then this is your book.»—Franz G. Deitering, Ph.D., SAP, and CEO, RACER Benchmark Group; former Chairman, IT Survey Group «[Wiley makes] an excellent, well-balanced approach to making the business case for employee surveys and providing reinforcement on the essential components—from purpose and development of the instrument to results analysis to action planning.»—Lawrence E. Milan, Senior Vice President, Human Resources, ING U.S. Insurance «This book does not get bogged down in statistical analyses, yet it features a healthy mix of the theoretical and the practical that works for the novice and the experienced survey program manager alike.»– Thomas E. Mitchell, Vice President, Northern Trust Company «The book's key concepts are illustrated with many specifics, especially survey content, and lots of fascinating 'war stories.' This book will become a well-thumbed volume by all who want to make the most of employee surveys.»—Allen I. Kraut, Ph.D., Professor Emeritus of Management, Zicklin School of Business, Baruch College, CUNY
Is there any other business process that consumes as much time and as many resources, damages as many relationships, generates as much ridicule and delivers as little value as the performance review? Following the takeover of one of the world's most-loved franchises, employees are buckling under bureaucratic performance reviews instigated by an overzealous new owner. Morale is at rock bottom, trust between employees and managers has all but evaporated and staff are leaving. Two members of the team set out to find a cure for the ills of the performance review, eventually discovering a universal solution that is stunning in its simplicity and a breakthrough in its effectiveness. In The Man Who Cured the Performance Review, Graham Winter weaves an engaging story that presents a framework to replace the bureaucracy of the performance review with simple tools and practices for fostering real performance conversations. This book will inspire and guide you and your colleagues to: eliminate the fear of feedback create powerful two-way performance conversations simplify the alignment of business goals to individual behaviour. The Man Who Cured the Performance Review is a must-read for any manager, team leader or employee who wants to perfect the art of real conversations that will see them perform at their highest level.
Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.
Your friendly guide to getting a job in coding Getting a Coding Job For Dummies explains how a coder works in (or out of) an organization, the key skills any job requires, the basics of the technologies a coding pro will encounter, and how to find formal or informal ways to build your skills. Plus, it paints a picture of the world a coder lives in, outlines how to build a resume to land a coding job, and so much more. Coding is one of the most in-demand skills in today's job market, yet there seems to be an ongoing deficit of candidates qualified to take these jobs. Getting a Coding Job For Dummies provides a road map for students, post-grads, career switchers, and anyone else interested in starting a career in coding. Inside this friendly guide, you'll find the steps needed to learn the hard and soft skills of coding—and the world of programming at large. Along the way, you'll set a clear career path based on your goals and discover the resources that can best help you build your coding skills to make you a suitable job candidate. Covers the breadth of job opportunities as a coder Includes tips on educational resources for coders and ways to build a positive reputation Shows you how to research potential employers and impress interviewers Offers access to online video, articles, and sample resume templates If you're interested in pursuing a job in coding, but don't know the best way to get there, Getting a Coding Job For Dummies is your compass!
The G Quotient identifies a management phenomenon that will change the way people view their professional roles in the workplace. Based on a landmark five-year study, The G Quotient redefines successful leadership for all managers. Organizations and working units under the leadership of white-collar gay males are collectively experiencing 35 percent higher levels of employee engagement, job satisfaction, and workplace morale in addition to reporting greater employer loyalty and individual productivity. It is proof that today’s employees are responding to a new type of organizational leader.