Leading the unleadable : how to manage mavericks, cynics, divas, and other difficult people / Alan Willett.

Format:

Book

Author/Creator:

Willett, Alan, author.

Series:

Gale eBooks

Language:

English

Subjects (All):

Leadership.

Problem employees.

Interpersonal conflict.

Conflict management.

Management.

Physical Description:

1 online resource (xiv, 225 pages)

Edition:

1st edition

Place of Publication:

New York : AMACOM, American Management Association, [2017]

System Details:

text file

Summary:

The control-freak, the narcissist, the slacker, the cynic... Difficult people are the worst part of a manager’s job. Whether it comes from direct reports or people above, outbursts, irrational demands, griping, and other disruptions need to be dealt with—and it’s your responsibility to do it. Leading the Unleadable turns this dreaded chore into a straight forward process that gently, yet effectively, improves behaviors. Written by an insider in the tech industry, where personality issues routinely wreck projects, the book reveals a core truth: most people actually want to contribute results, not cause headaches. Once you realize the potential for change, the book’s simple steps, examples, and scripts explain how to right even the most hopeless situations. You’ll learn how to: Master the necessary mindset Explain the problem calmly in a short feedback session Get a commitment to change, and follow up Coach others to replicate the process Develop the situational awareness required to spot trouble even earlier in the future Every manager has “problem people.” What sets great managers apart is how they turn them into productive team players. Prepare to transform the troublesome into the tremendous.

Contents:

part 1. The call to exceptional leadership

The leadership crisis point

Accept the call of exceptional leadership

the mindset to lead the unleadable

part 2. the leader in action: spotting trouble, dealing with trouble

Fine-tune your radar for trouble

Take action: transforming the troublesome

Follow through: a bridge to enduring improvement

Decision time: remove or improve?

part 3. The leader in action: preventing trouble

The need for mountains

Set expectations of excellence

Expecting excellence every day

Exceptional starts lead to exceptional results

part 4. Leading leaders

Lead leaders: growing proven ability

Leader, lead thyself: exceptional self-leadership

Closing notes on transforming the troublesome to the tremendous.

Notes:

Includes index.

Description based on print version record.

OCLC:

962793930