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Telling Fairy Tales in the Board Room contains five stories that dramatize five key themes of dysfunctional leadership and how coaches can intervene.
“This book opens up an entirely new perspective of understanding and identifying a client’s developmental process as well as the challenges related to each stage of that process – for both coach and client. It does not provide one best solution for dealing with these issues but rather stimulates problem solving reflections of the reader by pointing out most suitable psychological approaches, suggesting essential issues to deal with and alerting of others to be aware of.”
Coaches often say that their coaching is developmental, but what they mean by this varies significantly.
The World’s Greatest Salesman Reveals the Techniques of His Astounding SuccessThis newest book from sales phenomenon JOE GIRARD–The 13 Essential Rules of Selling–provides all the ammunition you need to succeed in an economy where budgets are being slashed and decision makers are scared to spend.Named the offi cial world’s greatest salesman by Guinness World Records, Girard covers everything from maintaining a positive attitude and staying organized to dressing appropriately, telling the truth, and making clients’ needs and wishes priority one.W
The fun and effective way to BOOST ENGAGEMENT and PRODUCTIVITYTeams that enjoy working together operate on a whole different energy level than teams that don’t. They break down silos. They build stronger relationships. They retain what they have learned. And THEY DRIVE RESULTS.The Big Book of Team Coaching Games provides the structure and games you need to build and manage powerful teams. Packed with dozens of physical and verbal activities, it leads you step-by-step through the process of teaching team members how to identify their values, leverage their strengths, and reach their goals–and have fun while they’re doing it!Nothing can stop the momentum of a team that wants to get things done.
Praise for The Crowdsourced Performance Review:"Take advantage of the technology and data available to you and turn the dreaded performance review into a powerful force for decision-making and culture-building by using the methods outlined in this clear and clever guide."–Daniel H. Pink, author of To Sell Is Human and Drive"Social technologies aren’t just changing how people interact, they’re fundamentally changing how businesses must engage with people inside and outside their organization.
“BRAD HELPED US DEVELOP THE TOOLS TO PICK A-PLAYER LEADERS AT GE.” —JACK WELCHGreat companies, large and small, rise or fall because of their talent; the more high performers on your team, the more successful your organization will be. Of course, that’s easier said than done. Research shows that only about 25% of all new hires turn out to be high performers.But companies that have used Brad Smart’s Topgrading system over the past two decades have boosted their hiring success rates dramatically—sometimes even to 90%.T
Given today’s context of tough change, organizations need to be able to innovate as well as develop and implement strategy quickly and efficiently. The key to this is agility – a set of capabilities that can help organizations to rapidly adapt to changing circumstances. At the same time, resilience is also essential if benefits are going to endure over the longer term and if employees are to be kept on board. The Agile Organization focuses on how to build both agility and resilience at individual, team and organizational levels.
The Psychology of Effective Coaching and Management is a valuable resource for students, researchers, practitioners, educators, and administrators that want to increase their knowledge of psychological aspects associated with the development and practice of coaching and management. The reader is guided through models of the coaching process, approaches to coach learning, context specific education, and tools for observing coaching behaviors. Additionally, considerations for enhancing positive youth development, motivational climate, group dynamics, self-regulation, emotions, and mental toughness are outlined.
Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. Nevertheless, it’s frequently back-burnered. When asked why, managers say the number one reason is that they just don’t have time—for the meetings, the forms, the administrative hoops.But there’s a better way. And it’s surprisingly simple: frequent short conversations with employees about their career goals and options integrated seamlessly into the normal course of business.
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