- Cover
- Title Page
- Acknowledgments
- Author Biographies
- Introduction
- Part I: Know and Manage Yourself
- Chapter 1: Know Yourself
- 1. Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model)
- 2. Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis)
- 3. Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting)
- 4. Build Your Self-Confidence
- 5. Be Aware of How Your Actions Impact Others (Journaling for Self-Development)
- 6. Think Positively and Manage Negative Thoughts (Cognitive Restructuring)
- 7. Adopt a Self-Development Mindset (Dweck's Fixed and Growth Mindsets)
- Other Techniques for Knowing Yourself
- Chapter 2: Plan and Manage Your Time
- 8. Find More Time in Your Day by Eliminating Low-Yield Activities (Activity Logs)
- 9. Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix)
- 10. Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs)
- 11. Schedule Your Time Effectively
- 12. Keep Yourself Focused: Managing Distractions, Improving Flow
- 13. Beat Procrastination
- Other Techniques for Planning and Managing Your Time
- Chapter 3: Cope with Change and Stress
- 14. Develop Personal Resiliency, and Grow from Setbacks
- 15. Analyze and Manage Sources of Stress (Stress Diaries)
- 16. Manage Negative Emotions at Work (The STOP Method for Anger Management)
- 17. Manage the Impact of Pressure on Performance (The Inverted-U Model)
- 18. Overcome Fears of Failure or Success
- 19. Learn from Your Experience in a Systematic Way (Gibbs's Reflective Cycle)
- Other Techniques for Coping with Change and Stress
- Chapter 4: Manage Your Career over Time
- 20. Find a Career That Suits Who You Are (Ibarra's Identify Transition Process)
- 21. Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process)
- 22. Shape Your Role to Suit Your Strengths and Aspirations (Job Crafting)
- 23. Thrive at Work (The GREAT DREAM Model)
- 24. Find the Work–Life Balance That's Best for You (The Wheel of Life®)
- 25. Understand the Types of Behavior That Can Derail Your Career (Hogan Management Derailment)
- Other Techniques for Managing Your Career
- Chapter 1: Know Yourself
- Part II: Manage Tasks, and Get Things Done
- Chapter 5: Get Work Done in an Efficient and Focused Way
- 26. Translate the Organization's Mission into Goals That People Understand (OGSM)
- 27. Align People's Objectives with Corporate Goals (OKRs)
- 28. Systematically Analyze and Optimize the Work Team Members Do (DILO)
- 29. Use a Structured Approach to Continuous Improvement (PDSA)
- 30. Systematically Identify What Needs to Be Done – Gap Analysis
- 31. Conduct Post-Completion Project Reviews (Retrospectives)
- 32. Manage Projects Using Agile Methodologies (Agile Project Management)
- Chapter 6: Solve Problems Effectively
- 33. Get Systematically to the Root of a Problem (Root Cause Analysis)
- 34. Identify the Many Possible Causes of a Problem (Cause and Effect Analysis)
- 35. Map Business Processes Clearly (Swim Lane Diagrams)
- 36. Solve Problems by Capitalizing on What's Going Well (The 5-D Approach to Appreciative Inquiry)
- 37. Bring People Together to Solve Problems (Manage Group Dynamics)
- Other Useful Problem-Solving Techniques
- Chapter 7: Make Smart Decisions
- 38. Decide Whether a Decision Makes Financial Sense (Net Present Value Analysis)
- 39. Choose Between Options and Considering Multiple Factors (Decision Matrix Analysis)
- 40. Consider Many Factors, Such as Opportunities, Risks, Reactions, and Ethics in Decision Making (ORAPAPA)
- 41. Analyze Systematically What Could Go Wrong (Risk Analysis and Risk Management)
- 42. Prioritize Risks by Impact and Probability of Occurrence (The Risk Impact/Probability Chart)
- 43. Avoid Psychological Bias in Decision Making
- Other Useful Decision-Making Techniques
- Chapter 8: Foster Creativity and Innovation
- 44. Develop New Ideas by Understanding User Needs (Design Thinking)
- 45. Innovate by Studying People's Day-to-Day Use of Products and Services in Depth (Ethnographic Research)
- 46. Innovate by Making Sense of How the Business World Is Changing (Scenario Planning)
- 47. Innovate in All Areas of Your Business, Not Just with Products and Services (Doblin's 10 Types of Innovation)
- 48. Generate Many Ideas Using Free Association (Brainstorming)
- Other Techniques for Fostering Creativity and Innovation
- Chapter 5: Get Work Done in an Efficient and Focused Way
- Part III: Work with and Manage Other People
- Chapter 9: Understand and Motivate Other People
- 49. Lead by Example (Being a Good Role Model)
- 50. Listen Carefully and Intensely to Other People (Mindful Listening)
- 51. Understand How to Motivate People (Herzberg's Motivation-Hygiene Theory)
- 52. Work Effectively with People from Different Generations (Understand Different Generational Characteristics)
- 53. Develop Emotional Intelligence
- 54. Motivate People to Go above and beyond (Transformational Leadership)
- Other Techniques for Understanding and Motivating Other People
- Chapter 10: Get the Best from Members of Your Team
- 55. Delegate Effectively
- 56. Be Clear About Who Is Accountable for What (The RACI Matrix)
- 57. Give Effective Praise and Recognition
- 58. Build Team Members' Self-Confidence
- 59. Support Your People Effectively (Heron's Six Categories of Intervention)
- Other Ways to Get the Best from Members of Your Team
- Chapter 11: Communicate Effectively
- 60. Understand the Key Principles of Good Communication (The Seven Cs of Communication)
- 61. Speak Well in Public
- 62. Write Effective E-Mails
- 63. Build Good Working Relationships with People at All Levels (Create “High-Quality Connections”)
- 64. Communicate Effectively Across Cultures (Hofstede's Cultural Dimensions)
- Other Techniques for Communicating Effectively
- Chapter 12: Hire and Develop Good People
- Chapter 13: Build a Great Team
- 70. Formally Define the Team's Mission, Authority, Resources, and Boundaries (Team Charters)
- 71. Brief Your Team Clearly
- 72. Build Trust in Your Team
- 73. Build Openness and Self-Knowledge within a Team (The Johari Window)
- 74. Find the Specific Motivators That Work Best with Your Team (Understand Team-Specific Motivation)
- 75. Manage Negative Behaviors and Resolve Conflict (Lencioni's Five Dysfunctions of a Team)
- Chapter 14: Deal with Difficult Management Situations Effectively
- Chapter 9: Understand and Motivate Other People
- Part IV: General Commercial Awareness
- Chapter 15: Develop Situational Awareness
- 81. Understand Your Organization's Mission and Values (Mission Statements)
- 82. Scan for External Changes That May Impact Your Organization (PESTLIED Analysis)
- 83. Understand How Companies Compete in Your Market (Value Curves)
- 84. Understand Your Organization's Core Competencies
- 85. Organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)
- Chapter 16: Get Ahead in the Wider Organization
- Chapter 17: Make Change Happen in Your Organization
- 91. Understand Stakeholder Needs, and Bring Stakeholders Along with You (Stakeholder Management and Power/Interest Grids)
- 92. Understand the Key Steps Needed to Succeed with a Change Process (Kotter's Eight-Step Change Model)
- 93. Anticipate and Manage People's Emotional Reactions to Change (The Change Curve)
- 94. Persuade and Influence People Effectively (The Influence Model)
- 95. Lead Change Without Formal Authority (“Stealth Innovation”)
- Chapter 18: Work Effectively with Customers and External Stakeholders
- 96. Understand Your Customer's Worldview (Develop Customer Personas)
- 97. Understand and Develop Your Relationship with Your Customer (Customer Experience Mapping)
- 98. Understand How Decisions Are Made in Another Organization (Influence Mapping)
- 99. Decide the Best Approach to a Negotiation (Lewicki and Hiam's Negotiation Matrix)
- 100. Collaborate to Create Mutually Beneficial Outcomes (Win-Win Negotiation)
- Chapter 15: Develop Situational Awareness
- Appendix: Survey Methodology
- References
- Index
- End User License Agreement
This book is dedicated to Rachel Thompson Manktelow and Laura Birkinshaw for their help and support, and for their professional insights.
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