Growing Great Employees: Turning Ordinary People into Extraordinary PerformersHow to develop an all-star staff, even if you don’t know the first thing about managing “Your employees are, like you and me, flawed and hopeful human beings whose success is at least partly dependent on your skill as a manager, human beings who will thrive with skillful and consistent attention and wither without it.” Erika Andersen has helped some of the best-managed companies in the world develop their employees. Now she explains how to stay ahead of the competition by investing in your people. You’ll discover that: • Listening is your most powerful asset. Use it to motivate and build commitment. • Everything you know about interviewing is wrong. Discover what you really need in a potential employee. • Successful companies hire for keeps. Get people feeling like part of the team from day one. Whether you’re a first-time manager or a senior executive, Andersen will help you create a dynamic workplace, where the efforts you make today will blossom into success for years to come. |
From inside the book
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... self-talk—a way of making sure that what you say to yourself is supportive of the results you're trying to achieve. • • • Chapter 2. Plan Before You Plant: This chapter explores the importance of clarifying your needs and expectations ...
... self-talk—a way of making sure that what you say to yourself is supportive of the results you're trying to achieve. • • • Chapter 2. Plan Before You Plant: This chapter explores the importance of clarifying your needs and expectations ...
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... self-talk about your employees. Finally, I'll provide a suggestion about how to sustain the “coach” mind-set. • • • Chapter 6. A Mixed Bouquet: High-yield gardening requires attending to the individual needs of each kind of plant, and ...
... self-talk about your employees. Finally, I'll provide a suggestion about how to sustain the “coach” mind-set. • • • Chapter 6. A Mixed Bouquet: High-yield gardening requires attending to the individual needs of each kind of plant, and ...
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... self-talk. A curiosity-based question that focuses on finding out your employee's point of view will tend to come from self-talk like, “Hmm, I wonder what she meant by that?” or, “Now, that's interesting—I'd like to know more.” In ...
... self-talk. A curiosity-based question that focuses on finding out your employee's point of view will tend to come from self-talk like, “Hmm, I wonder what she meant by that?” or, “Now, that's interesting—I'd like to know more.” In ...
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... Self-Talk? I mentioned self-talk earlier in this chapter, when we were talking about the skill of questioning, so now let me take a moment to tell you what it is and why it's important to you as a manager. OK. First of all, I assume you ...
... Self-Talk? I mentioned self-talk earlier in this chapter, when we were talking about the skill of questioning, so now let me take a moment to tell you what it is and why it's important to you as a manager. OK. First of all, I assume you ...
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... self-talk, you can have a really significant impact on how you feel and then on how you behave. Being able to manage your self-talk is key to being an effective people manager: like listening, it underpins everything we'll be talking ...
... self-talk, you can have a really significant impact on how you feel and then on how you behave. Being able to manage your self-talk is key to being an effective people manager: like listening, it underpins everything we'll be talking ...
Other editions - View all
Growing Great Employees: Turning Ordinary People Into Extraordinary Performers Erika Andersen No preview available - 2007 |
Growing Great Employees: Turning Ordinary People Into Extraordinary Performers Erika Andersen No preview available - 2006 |
Growing Great Employees: Turning Ordinary People into Extraordinary Performers Erika Andersen No preview available - 2007 |
Common terms and phrases
agreed agreement Amiable Analytical Andy approach behavior boss camera check can’t candidates chapter clear client coaching options Commit company’s continuum conversation core competencies create deadheading decision tree decisions define delegation didn’t discussion doesn’t Elaine employee’s example experience feel focus focused garden giving corrective feedback Gloria goals growing great employees hasn’t haven’t he’s Here’s hiring ideas impact important initial interactions inviting isn’t Janet job description Jorge Jorge Lopez Josie keep key responsibilities kind learning LearningPath levels of autonomy look manager mastery meeting mind-set nods offer people’s person person’s plants point of view positive feedback pretty restating scenario scenario-based interviewing self-talk senior team share she’s simple situation smiles Social Style model someone specific step succeed success summarize sure talk tango teaching they’ll they’re things understanding what’s who’s workplace you’d