Conversations that Get Results and Inspire Collaboration: Engage Your Team, Your Peers, and Your Manager to Take Action

Häftad, Engelska, 2013

389 kr

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Achieve All Your Business Goals Using the Art of Conversation

“This book will increase your influence and success rate by the end of the first chapter.”
—Alan Weiss, PhD, author of Million Dollar Consulting and Getting Started in Consulting

What is the key to business success? COLLABORATION.

Executive coach and professional development expert Shawn Kent Hayashi provides everything you need to inspire, take part in, and manage the kinds of conversations that are the hallmark of true teamwork.

In Conversations That Get Results and Inspire Collaboration, Hayashi answers the questions she is most frequently asked during coaching and trainingsessions:

What can I do to engage people collaboratively?
How can I ensure I have a positive impact?
How do I get my point across so that others hear me?
How do I address the needs of my coworkers so we can move projects forward?
What can I do to get conversations back on track when they threaten to veer out of control?

Featuring case studies illustrating best practices for engaging managers, peers, and employees to build momentum toward success, Conversations That Get Results and Inspire Collaboration gives you the tools to create theright conversation at the right time to achieve any business goal.

Produktinformation

Utgivningsdatum2013-05-16
Mått152 x 226 x 17 mm
Vikt374 g
FormatHäftad
SpråkEngelska
Antal sidor288
FörlagMcGraw-Hill Education
ISBN9780071805933

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CONTENTSAcknowledgmentsPrefacePart 1: The Foundation for Successful CollaborationChapter 1: Knowing What You Want to CreateBusiness Is a Conversation Focused on Creating ResultsEngage Your Team, Your Peers, and Your Manager to Take ActionKnowing What You Want to Create Application ExerciseChapter 2: People Reading: Communication StylesPreferred Communication StylesDominance Style Communication PatternsInfluence Style Communication PatternsSteady Style Communication PatternsCompliant to Standards Style Communication PatternsWhat Is the Right Style?Tamara’s StoryWhat to Do with DISC StylesHow People Learn Based on Communication StylesPredictable Patterns that Sabotage Effective CollaborationHow You Can Benefit from Feedback: Common ExamplesSophia’s 360 FeedbackBob’s 360 FeedbackPeople Reading Preferred Communication Styles Application ExerciseChapter 3: People Reading: MotivatorsTheoreticalUtilitarianSocialAestheticTraditionalIndividualisticPeople Reading Motivators Application ExerciseChapter 4: People Reading: Emotional IntelligenceSelf-AwarenessSelf-RegulationMotivationEmpathySocial SkillsPeople Reading Emotional Intelligence Application ExerciseChapter 5: Tying People Reading TogetherAnya’s StoryJacqueline and Ben’s StoryIn Action: Teresa Bryce BazemoreWorksheet to Practice People Reading in MeetingsTying People Reading Together Application Exercises Part II: The Building Blocks for Successful Collaborations that Get Results Chapter 6: Deep ListeningWhat We Hear and What We Don't Hear: Learning to ListenWhen Deep Listening Is the SolutionDeeply Listening to YourselfAre You Committed to Being a Great Listener?Deeply Listening to Another PersonDeeply Listening with a TeamStuart’s StoryWhat to Do With the Team Member, Peer, or Boss Who Never Listens!In Action: Adam BermanDeep Listening Application ExerciseChapter 7: Relationship and Group Dynamics That Impact CollaborationPartnership and EnmeshmentDecision-Making Power and ControlTeresa’s Group Decision-Making StoryOver Functioning and Under FunctioningChanging PatternsLevels of MaturityEmergent Leader RolesStages of Team DevelopmentKristy Tan Neckowicz’s Story: Schedule ChickenGroup Dynamics Application ExerciseChapter 8: StorytellingSpot the PlotJenny’s StoryCollin’s StoryPaul’s StoryStorytelling Application ExerciseChapter 9: When Conflict Stops Progress: Creating More Effective Conversations That Lead to ResolutionWhat Causes Conflict?How Each Communication Style Addresses ConflictContinuing Tamara’s StoryFear Underlies Why Individuals and Teams Do Not Resolve ConflictContinuing Jacqueline’s Story Conflict Management Is a Business IssueMaximizing Learning Across Networks Conversation for Breakdown: Acknowledging It’s Not Going the Way We Want Conversations for Conflict ResolutionCommon Mistakes in Resolving ConflictConversations to Withdraw and Disengage: When it is Just Not WorkingIn Action: Jane DolenteConflict Resolution Application ExerciseChapter 10: Relationship BuildingBuilding Your Collaboration and Networking MapJose’s StorySteps to Create Your MapIn Action: Karen SchannenWho Do You Want to Know?Create Your Master Mind TeamBuilding Relationships Application ExerciseChapter 11: Having the Necessary Conversations and Getting the Collaboration You Want to Make Positive Changes: Tying It All TogetherAppendix:The 12 Conversations and How to Use Them to CollaborateConversation for ConnectionConversation for Creating New PossibilitiesConversation for StructureConversation for CommitmentConversation for ActionConversation for AccountabilityConversation for Conflict ResolutionConversation for BreakdownConversation for Withdrawal and DisengagementConversation for ChangeConversation for AppreciationConversation for Moving On