100 Ways to Motivate Others: How Great Leaders Can Produce by Steve Chandler, Scott Richardson PDF

By Steve Chandler, Scott Richardson

The area of management has replaced dramatically considering the fact that 100 how one can inspire Others was once written, and now Chandler and Richardson have revised and refreshed their organizational vintage to fulfill the times.

They have crafted an essential, undemanding, inspirational advisor for executives, managers, and professionals—and these meaning to achieve their point. 100 how one can inspire Others relies on years of profitable reside workshops, seminars, and private training courses on communique and leadership.

This re-creation comprises clean insights into communique and quick decision-making, the significance of private self-leadership and actual strength, and intriguing new tools for enrolling consumers and promoting to shoppers in service-oriented ways in which go away in the back of the previous paradigm of manipulation and persuasion. The authors might help you learn:

• how one can decelerate and revel in a brand new point of focus.
• the right way to construct in your peoples' strengths.
• an easy and artistic method to carry humans accountable.
• how one can take pleasure in cultivating the artwork of supportive confrontation.

"Steve Chandler's training has had an incredible influence in my lifestyles. He was once very important to my own transformation from a guy of principles and desires to somebody of motion and reality."
—Radames Soto, former dealing with director, The Wall highway Journal

"Steve Chandler lighting you up with the glow of his inner neon—what he proposes is so rock strong and reassuring."
—Lisa Schnebly, The Arizona Republic

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Extra info for 100 Ways to Motivate Others: How Great Leaders Can Produce Insane Results Without Driving People Crazy (3rd Edition)

Sample text

It’s really simple, but it demands the discipline to bring people together for a detailed discussion. In that discussion, you’ve got to insist on clarity about who—at each level of the organization, at each step in a process, and/or across each functional silo—is going to do what to solve a problem or achieve a goal. How much detail is enough? In one respect, this is easy. If you require the participants to sign their name to the completed responsibility chain, thereby waiving their right to make excuses later about not having clear and credible expectations, they’ll figure out on their own how much detail they need before they pick up a pen.

We admire the intent. But will the pledging make a difference in the actual behavior of these future captains of industry? S. government spends millions of dollars each year to support as part of an abstinence program focused on teenagers. The results? Five years after taking an abstinence-till-marriage pledge, pledgers were just as likely as their nonpledging counterparts to have had premarital sex and test positive for a sexually transmitted disease. Also, and conveniently, 82 percent of the pledgers denied ever making the pledge.

Instead, we helped the team assemble advisory teams of employees and middle managers to identify the excuses and make commitments to take them out of the system. Predictably, the employee representatives claimed they didn’t really understand the expectation to communicate bad news upward and invoked persuasive anecdotal evidence to explain why they feared leadership would punish the messenger if they actually did what leadership was asking them to do. The middle managers in the room claimed that no one had ever told them what they were supposed to do relative to this topic, which they said explained the entirely  39  LEADERSHIP WITHOUT EXCUSES inconsistent set of practices among managers when it came to the upward communication of bad news.

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