LEADER 05684nam 22007573u 450 001 9910452809803321 005 20210111130015.0 010 $a1-118-63170-6 010 $a1-299-44927-1 010 $a1-118-63159-5 035 $a(CKB)2550000001018585 035 $a(EBL)1160883 035 $a(OCoLC)841906509 035 $a(SSID)ssj0000856564 035 $a(PQKBManifestationID)12384132 035 $a(PQKBTitleCode)TC0000856564 035 $a(PQKBWorkID)10818635 035 $a(PQKB)10382477 035 $a(CaSebORM)9781118631706 035 $a(MiAaPQ)EBC1160883 035 $a(EXLCZ)992550000001018585 100 $a20141006d2013|||| u|| | 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aPainless Performance Conversations$b[electronic resource] $eA Practical Approach to Critical Day-to-Day Workplace Discussions 205 $a1st edition 210 $aHoboken $cWiley$d2013 215 $a1 online resource (226 p.) 300 $aDescription based upon print version of record. 311 $a1-118-53353-4 327 $aPainless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions; Contents; Preface; Acknowledgments; Chapter 1 Be a Catalyst: Fostering Painless Performance Conversations; The Primary Tool of Catalyst Managers; Employees Want Meaningful Conversations; Painless Performance Conversations Defined; Subjects of Painless Performance Conversations; Avoiding Performance Conversations; Painless Performance Conversations and Painless Performance Evaluations; What's Ahead?; Conversation Checkpoints; From the Field; Next Up 327 $aChapter 2 Have the Guts: Tackling Performance Conversations Head OnYou're an Avoider If . . .; Embrace It; The Potentially Long Road; Deciding to Take the Road; Pet Peeve Formula; Creating a Clone or a Valued Contributor; Conversation Checkpoints; From the Field; Next Up; Chapter 3 Form Clear Expectations: Making Your List; Clear Expectations; Sources of Expectations; Determining Your Personal Expectations; Creating Your List; Collaborating with Employees on Your List; Setting Expectations When You Are in a Temporary Assignment; When Expectations Change; Conversation Checkpoints 327 $aFrom the FieldNext Up; Chapter 4 Share Your Expectations: Conveying a Picture of Success; Opportunities to Talk about Expectations; Tips for Making the Most of Expectation-Setting Opportunities; The Sound of an Informal Expectation-Setting Opportunity; Leading a Formal Conversation about Performance Expectations; The Sound of a Formal Expectation-Setting Conversation; Keeping the Conversation Going; Conversation Checkpoints; From the Field; Next Up; Chapter 5 Lead with Behavior: Separating Actions from Attitudes; Behavior versus Attitude; Naming Attitudes and Behaviors; Evidence of Behavior 327 $aWhat You Observe versus What You AssumeFocusing on Attitude Can Lead to Discrimination; Conversation Checkpoints; From the Field; Next Up; Chapter 6 Eliminate Judgment: Focusing on Performance Evidence; It's Up to You; Judgment versus Evidence; Focus on the Gap; What Creates Performance Gaps?; Closing the Gaps; Giving Better Feedback; Conversation Checkpoints; From the Field; Next Up; Chapter 7 Inquire with Purpose: Using Curiosity to Expand Possibilities; Making Space in the Conversation; Respond in Question Marks; Ask, Ask, Ask; What to Ask; The Power of Questions; Five Whys 327 $aTell Me about ItGuidelines for Powerful Questions; Putting It All Together; Conversation Checkpoints; From the Field; Next Up; Chapter 8 Be Clear: Creating a Culture of Ownership; Moving Beyond Accountability; An Alternative to Accountability; An Alternative Approach: Ownership; Establishing a Culture of Ownership; Tips for Engaging Employees' Hearts and Minds; Creating the Hook; Delegating Back; Conversation Checkpoints; From the Field; Chapter 9 Show Confidence: Conducting the Conversation; Location, Location, Location; A Development State of Mind 327 $aThree Essential Elements of a Painless Performance Conversation 330 $aActionable 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 employ 606 $aCommunication in personnel management 606 $aEmployees -- Rating of 606 $aCommunication in personnel management$xRating of 606 $aEmployees 606 $aCommerce$2HILCC 606 $aBusiness & Economics$2HILCC 606 $aMarketing & Sales$2HILCC 608 $aElectronic books. 615 4$aCommunication in personnel management. 615 4$aEmployees -- Rating of. 615 0$aCommunication in personnel management$xRating of 615 0$aEmployees 615 7$aCommerce 615 7$aBusiness & Economics 615 7$aMarketing & Sales 676 $a658 676 $a658.3/125 676 $a658.3125 700 $aGreen$b Marnie E$0891779 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a9910452809803321 996 $aPainless Performance Conversations$91991676 997 $aUNINA LEADER 04471nam 2200613 450 001 9910797053903321 005 20230807214056.0 010 $a1-119-20945-5 010 $a1-118-94730-4 035 $a(CKB)3710000000375289 035 $a(EBL)1895374 035 $a(SSID)ssj0001493227 035 $a(PQKBManifestationID)11815856 035 $a(PQKBTitleCode)TC0001493227 035 $a(PQKBWorkID)11527463 035 $a(PQKB)10506365 035 $a(MiAaPQ)EBC1895374 035 $a(Au-PeEL)EBL1895374 035 $a(CaPaEBR)ebr11033610 035 $a(CaONFJC)MIL770066 035 $a(OCoLC)904978937 035 $a(EXLCZ)993710000000375289 100 $a20150330h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe 4 lenses of innovation $ea power tool for creative thinking /$fRowan Gibson ; design by Adriana Matallana 210 1$aHoboken, New Jersey :$cWiley,$d2015. 210 4$dİ2015 215 $a1 online resource (303 p.) 300 $aIncludes index. 311 $a1-118-74024-6 327 $aCover; Title Page; Copyright; Contents; Preface; Acknowledgments; Introduction; Part One: The Mind of the Innovator; The Elusive Source of Creative Genius; Challenging Orthodoxies; Harnessing Trends; Leveraging Resources; Understanding Needs; The Four Lenses of Innovation; Time for an Innovation Renaissance; Lessons to Take Away; Part Two: The Power of Patterns; Seeing Things from a Fresh Perspective; What's wrong with Our Brains?; The Pattern-Recognition Principle; Why We Stop Noticing; The Pattern of the Crowd; Resistance to Change; Patterns and Innovation; Sharpening Our Perceptive Powers 327 $aA Power Tool for Creative ThinkingLessons to Take Away; Part Three: Looking Through the Four Lenses; "Here's to the Crazy Ones"; What Exactly Is an Orthodoxy?; Meet the Challengers; On a Path of Disruption; Innovation Means Shifting Assumptions; Ready to Rethink Everything?; Lessons to Take Away; Seeing the Future in the Present; A Global "Change Bomb"; The Race for Tomorrow; Learning to Ride the Waves; Meet the Trend Surfers; The Man from the Future; Fast-Forward Companies; It's Happening Now!; The Next Big Thing for Your Business; Lessons to Take Away; Repurpose, Redeploy, & Recombine 327 $aHow would You Define Google?Leveraging Resources in New Ways; Extending the Boundaries of the Business; Stretching into New Spaces; Unlimited Potential for Growth; Exploiting Underutilized Assets; What Else Could We Do with This?; Leveraging Resources from Others; Lessons to Take Away; Innovating from the Customer Backward; Do Customers Really Know What They Want?; What's Wrong with It?; Understanding Particular Customer Groups; Innovating for Local Needs and Tastes; Matching What Is Possible with What Is Needed; Lessons to Take Away; Part Four: How Big Ideas are Built 327 $aThe Archimedes PrincipleRethinking the Universe; 8 Steps to Building a Breakthrough; Inventing the 20th Century; Unpacking the Creative Process; "Say Good Bye to the Bag"; Different Routes to Big Ideas; Lessons to Take Away; What Exactly Is an Insight?; Do Insights Come from Breakthrough Thinking? Or Does Breakthrough Thinking Come from Insights?; A Practical Definition of Insights; Understanding Ideation; Stepping Stones for Creative Thinking; Improving Your Capacity for Radical Innovation; How Powerful Are Your Insights?; Working with the Four Lenses; Lessons to Take Away; Notes 327 $aImage CreditsIndex; About the Author; EULA 330 $a ROWAN GIBSON is widely recognized around the globe as a thought leader on business innovation. Labeled by the media as ""the Innovation Grandmaster,"" Gibson provides some of the world's most successful organizations with services and tools to help them deepen their innovation capabilities. He is also the cofounder of InnovationExcellence.com, which is now the most popular innovation website on the Internet. 606 $aOrganizational change 606 $aCreative ability in business 615 0$aOrganizational change. 615 0$aCreative ability in business. 676 $a658.4063 700 $aGibson$b Rowan$0127340 702 $aMatallana$b Adriana 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910797053903321 996 $aThe 4 lenses of innovation$93793055 997 $aUNINA