Overview

No one likes dealing with conflict. But to be a top performer, one must know how to address these situations professionally and effectively.

The Top Performer's Guide to Conflict examines the difficult situations that can arise between coworkers, clients, customers and colleagues. This short, effective guide is perfect for managers to give to employees facing this tough issue.
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Top Performer

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Overview

No one likes dealing with conflict. But to be a top performer, one must know how to address these situations professionally and effectively.

The Top Performer's Guide to Conflict examines the difficult situations that can arise between coworkers, clients, customers and colleagues. This short, effective guide is perfect for managers to give to employees facing this tough issue.
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Product Details

  • ISBN-13: 9781402235139
  • Publisher: Sourcebooks, Incorporated
  • Publication date: 1/1/2008
  • Series: Top Performers
  • Sold by: Barnes & Noble
  • Format: eBook
  • Pages: 128
  • File size: 3 MB

Read an Excerpt

Chapter 1:

Why Top Performers Have to Know About Conflict

Chapter Overview
Top performers must understand all sides of conflict. They know that negative conflict is costly and that avoiding conflict hurts productivity and impacts the bottom line. They also embrace the fact that they cannot escape conflict. However, the biggest secret that top performers know is that conflict is not always bad. Conflict, when handled well, is a catalyst for top performance. In this chapter we will explore both the potential damages and potential benefits that conflict can have on you and on an organization.

Real-Life Conflict
I'm on vacation, so the last thing I want to hear about is conflict. As I sit on the balcony trying to relax, I cannot help but hear the four people on the balcony next to mine. They are coworkers, at the hotel for a trade show, and one of the female coworkers traveling with them has gotten on their nerves. They loudly complain of her selfishness, whining, and general negative demeanor at work and on this trip. They spend ten minutes on one comment she made on the ride to the hotel. They rip this person apart without mercy for a long period of time, crucifying her with vicious, attacking words. Then...silence. And after the silence, the once nasty voices changed to pleasant, caring, and soft voices of joy and friendship. What happened, you might wonder? Well, the coworker about whom they were complaining walked into the room. And the once angry voices now dripped with insincere platitudes and the fa├žade of friendly conversation. My guess? The woman will never hear about her coworker's anger and disappointment. They complained to everyone in earshot about her behavior except to the one person who had any chance of changing the behavior.

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Table of Contents

Introduction: Why Top Performers Focus on Attitude

Section I:Investment in Attitude -
Chapter 1:What Top Performers Know about Attitude

Section II:Attitude Choices
Chapter 2:How You See and Treat Yourself: Seven Choices about Your Personal Power -
-Hopeful vs. Helpless
-Potential vs. Stagnation
-Ownership vs. Victimhood
-Conviction vs. Shame
-Venting vs. Whining
-Dream vs. Doubt
-Past vs. Future -

Chapter 3:How You View and Interact with Others: Seven Choices about Your Coworkers
-Strengths vs. Flaws
-Accepting vs. Judging -
-Open vs. Closed
-Confronting vs. Avoiding
-Giving vs. Taking
-Forgiving vs. Holding
-Delivering vs. Disappointing

Chapter 4:How You Perceive and Relate to the World: Seven Choices Related to Your Work
-Opportunities vs. Problems
-Impacting vs. Blaming
-Tenacity vs. Abandonment
-Embracing vs. Resisting
-Abundance vs. Scarcity
-Gratitude vs. Entitlement
-Together vs. Separate

Section III:Developing a Top-Performing Attitude
Chapter 5:Build an Unbreakable Attitude
-Determine the Influences
Organize Your Thinking, Emotional, and Behavioral Choices
-Influence the Outcome (Execute Your Strategy)
-Test Your Approach

Bibliography
Index
About the Authors
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