| Description |
1 online resource (255 pages) |
| Contents |
Cover; Half Title; Title; Copyright; Dedication; Contents; INTRODUCTION; SKILL ONE How to Diagnose and Correct People Problems: The Wedge; The New Organizational Wedge Model- No More Pyramids; Leveraging the Power and Resources of Individuals, Teams, and Management; Using the Wedge to Manage Performance and People Problems; Skill One Summary; SKILL TWO How to Be Tough on People Problems without Being Tough on People: The Three Hats; Case 2.1: Managing Tough Situations- Juggling Your Roles as a Team Leader; Case 2.2: It's Tough to Let Go- Delegating Responsibilities to Others |
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Case 2.3: Being a Tough Leader- Displaying Genuine LeadershipThe Toughest Challenge for a Team Leader; Six Ways to Bring Out Your Best; Skill Two Summary; SKILL THREE How to Build Highly Successful Teams: The Loop; Case 3.1: The Company Merger- Forming a New Team; What Motivates and Demotivates People to Stay Engaged; Keeping Your Team Together during Conflicts; Case 3.2: The Tuna Fish Sandwich- Preventing Conflicts; Choosing between ""We"" and ""Me; The Value of Good Teamwork; The Six Inclusive Behaviors of Highly Successful Teams; Skill Three Summary |
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SKILL FOUR How to Boost People's Attitudes, Happiness, and Performance: The Ice Cream ConeCase 4.1: The Ice Cream Cone- The Importance of Keeping a Good Attitude; The Different Attitude Levels of People; What Drives Positive and Negative Attitudes; How to Improve the Attitude and Performance of Your Team; Case 4.2: The Finger Cut- Focus on the Behavior, Not the Outcome; Empowerment Raises People's Attitudes; How to Treat People the Right Way for Maximum Impact; Skill Four Summary; SKILL FIVE How to Turn Around Difficult People and Underperformers: Roll the Ball Forward |
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Case 5.1: Why We Don't Confront Poor PerformersThe Ten Toughest People to Work With; Characteristics of Difficult People and Underperformers; How to Get Poor Performers Back on Track; What Holds Back Difficult People and Underperformers; Strategies for Correcting Difficult and Underperforming Behaviors; Process Model for Turning Around Difficult People, Underperformers, and Other Problem Employees; The Best Tips and Techniques for Difficult Conversations; Be Aware of Difficult Overachievers; Skill Five Summary; SKILL SIX How to Motivate the Right Team Behaviors: The ABC Boxes |
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Case 6.1: The Ambitious Project Manager- Does the End Justify the Means?The Best Model for Facilitating Team Behaviors; Triggering the Right Team Behaviors: Box A; Defining Your Team's Critical Success Behaviors: Box B; The Most Important Skill for Sustaining Desired Team Behaviors: Box C; Case 6.2: Sharing Best Practices- How to Shape a New Team Behavior; Skill Six Summary; SKILL SEVEN How to Succeed When Faced with Change, Problems, and New Challenges: The Black Box Effect; Case 7.1: The Cross- Country Championship- The Risk Taker |
| Summary |
With a well-balanced mix of case stories, examples, processes, and techniques, this book offers practical strategies, skills, and tools to help project managers diagnose and solve their toughest people problems. -- Edited summary from book |
| Notes |
How Uncertainty, Fear, and Risks Affect People: The Black Box Effect |
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Print version record |
| Subject |
Project management.
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Personnel management.
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BUSINESS & ECONOMICS / Project Management.
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Personnel management
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Project management
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| Form |
Electronic book
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| ISBN |
9781523097944 |
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1523097949 |
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1523097957 |
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9781523097951 |
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