Difficult managers can obstruct your professional growth by hiding corporate ladders and trapping you in an invisible cage. Using different psychological profiling systems, the authors identify eight archetypal characters who create uniquely challenging situations at work, including Ms Say-Me (the competitive control freak), Mr Tumbleweed (the indecisive worrier), Ms Crosswire (the disorganised people schmoozer), Mr Make-Up (the seemingly nice manipulator) and their four demanding friends. You'll learn about their key character traits and why they act the way they do. Best of all, you'll learn secret strategies for mitigating the impact of an impossible boss on your work experience and how to communicate your ideas to them. This book offers practical tips for how to rapidly take back control of your career and navigate tricky situations. A coach in your pocket, Impossible Bosses shows you how to manage your manage.
The work relationship is somewhat symbiotic. Bosses and workers co-exist for mutual benefit based upon conditions, promises and agreements. This relationship can be severed when either the boss or worker takes advantage of or hurts the other or fails to live up to the agreement. The boss terminates or fires the worker; the worker quits or resigns from the boss. BOSSES & ORCHARDS is a powerful book no worker should be without. Its diagnostic tools and personal action plans guide you to lasting solutions for a successful work relationship. Open to any page and you will find a wealth of Godly “how-tos” and tactics to re-ignite enthusiasm for your job, restart your relationship with your boss, and re-invigorate your career.
Some people just can't take criticism. And some people just can't give it-not in a positive, motivating, mutually beneficial manner, anyway. That's too bad, because criticism is essential to many aspects of business, such as performance appraisals, quality control, and team functioning, to name a few. This empowering book helps readers take the sting out of criticism-and transform it from a destructive, demoralizing disaster into an energizing, educating experience that builds relationships and increases individual and organizational success. Using real-life scenarios and the author's 21 tips to positive criticism, readers will learn to: Think of criticism as a positive thing Become strategic criticizers and develop their skill in using the power of positive criticism Stay cool, calm, and collected when giving or getting criticism Criticize their boss--without getting fired, and more.
Emotional intelligence, more than IQ and technical know-how, gives a valuable competitive edge to organizations and is crucial to the success of individuals. Used to its full advantage, emotional intelligence can improve relationships with vital business contacts to achieve your desired outcomes, help you perform better at interview and job applications and improve your decision making on a day to day basis. By applying the principles of emotional intelligence to the working environment and describing familiar situations in jargon-free language, Understanding Emotional Intelligence will show you how to negotiate more effectively, develop leadership skills, develop an emotionally aware organisation, use EQ as a management strategy, manage relationships with colleagues and develop your self-confidence. Featuring ten traits of emotionally intelligent people and including advice on social networking and communication, Understanding Emotional Intelligence provides clear and realistic guidance in a common sense way, helping you to make radical changes in the way you approach people, life and work.
The authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support. Or discover how to win the cooperation of senior managers who are hard to reach, and hard to sell on your ideas, products, or services. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them. If you're afraid of retaliation or just unclear as to how to change a senior person's behavior, don't stay paralyzed. Influencing Up gives you the tools to bridge the power gap. Offers practical advice about how to turn your relationship with your boss into a partnership in which both parties benefit Explains what powerful people care about Shows how to overcome power gaps by developing more partner-like relationships Learn what a great partnership with your boss can do for your career—and your mental health!
SUPERVISION: Key Link to Productivity" by Rue and Byars is a solid text written for student appeal in terms of its approach and readability. The Ninth Edition retains its accessible writing style. The active learning approach emphasizes productivity by featuring an applications section at the end of every chapter. The content comes alive for students as they are encouraged to apply key concepts. . .
Learn insider secrets for career success from THE personal branding strategist. Celebrity entertainers, star athletes, and corporate icons didn't accidentally wind up at the top-they branded their way there. Now you, too, can leverage the power of a personal brand, harness your potential and take charge of your career. Using strategies from the playbook of the Mad Men of Madison Avenue, advertising guru Catherine Kaputa serves as your personal branding coach in You Are A Brand! 2nd Edition: In Person and Online, How Smart People Brand Themselves for Business Success. Kaputa has expanded her 2007 award-winning classic to include new chapters on crafting your own "elevator speech" and leveraging the power of social media. This updated edition explores strategies and tactics to tap into the power of words, learn the principles of visual identity, think in terms of markets, and execute a self-brand action plan that is unique and memorable. Combining today's hottest business concepts with the realities of the modern workplace, You Are a Brand! 2nd Edition highlights the self-branding odysseys of savvy professionals and budding entrepreneurs-Catherine Kaputa will coach you to take charge of your career through the one-of-a-kind brand that is YOU.
Key, an everyman, finds his life upended when he relocates to New York, a city he never favored. Following a break-up with his long-term girlfriend, Key’s life seems to spiral downwards. In the chaos of New York, he repeatedly crosses paths with Slate, a successful businessman known for his numerous lovers. Initially, Slate sees Key as a mere annoyance, a country boy obstructing his path. However, as Slate involves Key in his business affairs, he becomes unexpectedly charmed by Key’s allure, despite their frequent clashes. As their lives intertwine, Key and Slate are drawn to each other, leading to an unexpected romance. But looming over their newfound connection is the uncertainty of its future.
"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way.”—Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule “Maybe you’re a decent boss. But are you a superboss? That’s the question you’ll be asking yourself after reading Sydney Finkelstein’s fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader.”—Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world’s most effective bosses—and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technology CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. After ten years of research and more than two hundred interviews, Finkelstein—an acclaimed professor at Dartmouth’s Tuck School of Business, speaker, and executive coach and consultant—discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers—while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night. They Rely on the Cohort Effect. Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels’s Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can’t get anything on the air without the support of their coworkers. They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but superbosses don’t respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.
