Managing to make a difference : how to engage, retain, and develop talent for maximum performance / Larry Sternberg, Kim Turnage.

A practical, real-world training manual for mid-level management, this book presents a leadership guide for those in the middle, offers a wealth of resources for leadership guidance, and provides much-needed tools and techniques for building a high-performing team. --

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Bibliographic Details
Main Authors:	Sternberg, Larry, 1950- (Author), Turnage, Kim (Author)
Format:	eBook
Language:	English
Published:	Hoboken, New Jersey : Wiley, [2017]
Subjects:	Personnel management. Employee motivation. Employee retention. Performance. Performance technology. BUSINESS & ECONOMICS > Industrial Management. BUSINESS & ECONOMICS > Management. BUSINESS & ECONOMICS > Management Science. BUSINESS & ECONOMICS > Organizational Behavior. Employee motivation Employee retention Performance Personnel management
Online Access:	Click for online access

Table of Contents:

Managing to Make a Difference: How to Engage, Retain, and Develop Talent for Maximum Performance
Contents
Preface
Acknowledgments
Introduction
Section I: Cultivate Positive Relationships
Chapter 1: Relationships Create Opportunities to Make a Difference
The Power and Importance of Relationships
Chapter 2: Get to Know Your Employees
Focus on You
Chapter 3: Go Ahead, Get Close to Your People
Chapter 4: Accept People As They Are
Chapter 5: Tolerate Undesirable Behaviors
Chapter 6: Make People Significant
Chapter 7: Prioritize One-On-Ones
How Frequently Should You Meet?
How Long Should Those Meetings Last?
What Should You Discuss in These Meetings . . . And Who Should Decide?
Chapter 8: Don'T Make Relationship Conflicts Worse
Trust and Conflict-You Can Take the First Step
Chapter 9: Apologize
Chapter 10: Forgive
Chapter 11: Cultivate a Great Relationship With Your Boss
Chapter 12: Embrace the EBB and Flow of Relationships
Section II: Accelerate People's Growth
Chapter 13: Abandon the "Follow Shirley" Method
Chapter 14: Help People Self-Actualize
Chapter 15: Coach to Improve Performance
Chapter 16: Optimize Fit
Chapter 17: Set the Right Expectations
Chapter 18: Ask the Right Questions
Chapter 19: Kick Butt the Right Way
Section III: Maximize Engagement and Motivation
Chapter 20: Emphasize the Why
Chapter 21: Meet People's Needs
Chapter 22: Don't Sit on Good People
Chapter 23: Resist the Temptation to Seize Control
Chapter 24: Empower Your People
Who Gets to Decide What?
Chapter 25: Harness Discretionary Effort
Chapter 26: Solicit Volunteers For Unpopular Tasks
Chapter 27: Create a Sense Of Urgency
Chapter 28: Set Challenging Goals
Chapter 29: Be Unreasonably Optimistic
Section IV: Build Extraordinary Teams.
Chapter 30: Recruit Continuously
Chapter 31: Bet on Talent
Chapter 32: Ensure the Right Fit
Chapter 33: Match the Right People to the Right Training
Chapter 34: Delegate to the Right People
Chapter 35: Ask for Commitment
Chapter 36: Invest Your Time With Top Performers
Chapter 37: Conduct Occasional Team-Building Events
Chapter 38: Advance From Team to Family
Chapter 39: Avoid the Peter Principle
Chapter 40: Don't Lead People On
Chapter 41: Sometimes Firing Someone Is the Caring Thing to Do
Chapter 42: Never Badmouth Top Performers Who Resign
Chapter 43: Don't Always Take the Easy Way Out
Section V: Shape Your Culture
Chapter 44: Focus on the Right Things
Beware!
Chapter 45: Exemplify Cultural Values in Employee Orientation
Chapter 46: Welcome and Integrate New Team Members
Chapter 47: Adjust to Accommodate New Employees
Chapter 48: Curate Your Organization's Folklore
Chapter 49: Enliven Cultural Values and Expectations
Chapter 50: Provide Frequent, Candid Feedback
Chapter 51: Shape a Culture of Recognition and Appreciation
Chapter 52: Emotionally Rehire People
Chapter 53: Celebrate Personal and Professional Accomplishments
Chapter 54: Ask, "How Can I Help?
Chapter 55: Encourage Employees to Have Fun
Chapter 56: Address Poor Performance
Chapter 57: Address Bad Behavior
Chapter 58: Exert Moral Authority
Chapter 59: Rise Above the Politics
Chapter 60: Don't Chase Hearsay, Rumors, or Gossip
Chapter 61: Speak Positively About Those Not Present
Section VI: Embrace Change
Chapter 62: Embrace Uncertainty, Be Confident, Instill Hope
Chapter 63: Encourage Suggestions
Chapter 64: Don't Strive for 100 Percent Buy-In
Chapter 65: Take Action on Legacy Employees
Chapter 66: Replace Employees Who Are Blocking Change.
Chapter 67: Overcommunicate During a Management Transition
Chapter 68: Prepare for the Unknowable Future
Section VII: Invest in Your Own Growth
Chapter 69: Develop Yourself
Chapter 70: Define What Success Means to You
Chapter 71: Spend More Time on the 20
Chapter 72: Build Your Strengths
Chapter 73: If You Have Been Newly Promoted, Just Take Charge
Chapter 74: If You Feel Trapped in Your Job, Change Something
Chapter 75: Take Steps to Fit In On A New Job
Chapter 76: Hire Some People Who Can Replace You
Chapter 77: Find a Mentor
Chapter 78: Become a Better Mentee
Chapter 79: Express Your Gratitude
Notes
About the Authors
Larry Sternberg, Jd, Talent Plus Fellow
Kim Turnage, Phd
Index
End User License Agreement.

Managing to make a difference : how to engage, retain, and develop talent for maximum performance / Larry Sternberg, Kim Turnage.

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