The Truth About Getting the Best from People [NOOK Book]


In the Second Edition of the successful book, The Truth About Getting the Best From People, Martha Finney shares over 60 proven principles for achieving employee engagement one-hundred percent of the time. This new edition features more than 15 new truths including: managing virtual teams, building persuasive skills, tuning into your own unconscious biases, managing multiple generations, and identifying and cultivating individual high performers.
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The Truth About Getting the Best from People

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In the Second Edition of the successful book, The Truth About Getting the Best From People, Martha Finney shares over 60 proven principles for achieving employee engagement one-hundred percent of the time. This new edition features more than 15 new truths including: managing virtual teams, building persuasive skills, tuning into your own unconscious biases, managing multiple generations, and identifying and cultivating individual high performers.
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Product Details

  • ISBN-13: 9780133095241
  • Publisher: Pearson Education
  • Publication date: 12/21/2012
  • Series: Truth About
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 2
  • Pages: 256
  • File size: 509 KB

Meet the Author

Martha Finney is the creator of the Career Landscapes teambuilding workshop, and a management consultant specializing in helping companies identify and build passion-driven workplace cultures. She is also the author or coauthor of 18 books, including HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business, with Libby Sartain, former CHRO of Yahoo! and Southwest Airlines. Her clients and interviewees include executives from Intuit, the Central Intelligence Agency, Avery Dennison, The Gap, Inc., Starwood Hotels and Resorts, Caterpillar, Kenexa, and H-P.

Martha’s work has been featured in major newspapers, including the New York Times, Wall Street Journal, and San Jose Mercury News, as well as in Time magazine and on CNN and NPR’s Morning Edition. She is based in Santa Fe, New Mexico.

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Table of Contents

Introduction     ix
The Truth About Employee Engagement
You don't need the carrot or the stick     1
You get the best by giving the best     5
It's not money that motivates     9
Employee engagement isn't for sissies     13
The Truth About Yourself
Your behaviors are your brand     17
You can't give what you don't have     21
"Best" doesn't mean the same thing to everyone     25
Think you're a great leader? Think again     29
You could be your own worst employee     33
Visionary or beat cop? Your choice     37
You don't have to be perfect     41
The Truth About Engaged Cultures
Employee happiness is serious business     45
Authentic is better than clever     49
Retention begins with hello     53
The bad will do you good     57
You can sell an unpopular decision     61
Flex is best     65
Nobody cares if you don't mean to be mean     69
The Truth About Motivation
Engagement happens one person at a time     73
If you're a manager, you're a career coach     77
Ask for cheese-you might get the moon     81
If they aren't buying it, they aren't doing it     85
Focusing on what's right can help solve what's wrong     89
The Truth About Performance
Compassion promotes performance     93
B players are your A team     97
High performers have enough coffee mugs     101
Discipline deepens engagement     105
You don't have to inherit the problem employees     109
Performance appraisals are really about you     113
New hires can inspire current employees     117
The Truth About Creativity
Innovation begins with y-e-s     121
Everyone can be creative     125
You stand between inspiration and implementation     129
Failures promote progress     133
Extreme pressure kills inspired performance     137
Creativity is a balancing act     141
The Truth About Communication
Open questions ignite inspiring answers     145
Serving your employees means managing your boss     149
Bad news is good news     153
Trivial conversations are essential     157
The way you listen speaks volumes     161
Crap happens     165
Engaged employees need to know more     169
The Truth About Teams
Your team has untapped talent     173
People need to fight their own battles     177
Games don't build teams     181
Answers build teams     185
Your team can lead you to greatness     189
You're still the boss     193
References     197
About the Author     198
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As a people leader, your job is simple: You are the link between organizational mission-critical objectives and the effort your employees invest in achieving those objectives. And you just have to keep those two pieces working together smoothly. See? Easy.

Yeah, right. As a people leader, your job is to inspire your employees to bring their personal greatness to work every day and to invest their best in your business. And that’s a hard job. It’s an emotional roller coaster. You experience the exquisite highs of engagement and teamwork when everyone is pulling together. Your heart breaks when you have to make really tough decisions that negatively affect the personal lives and well-being of people you truly care about. And it can be absolutely frightening when you’re dealing with hair-trigger personalities who really don’t belong in a safe workplace.

But even more routinely—and just as challenging, if not more so—you have to deal with yourself and your beliefs about life, about people, and about motivation and trust. Every day. Even on the ho-hum days. And that’s when we get down to some pretty simple principles. Although this book by no means trivializes all the behaviors and beliefs that go into bringing out the greatness in your employees, the material you’ll discover in these pages is based on a few very accessible assumptions:

  • People leaders discover that leading is impossible when they forget that they’re people first. It may be paradoxical, but nothing makes a person come face to face with real—or perceived—limitations faster than apromotion into a managerial spot. On the outside you may be projecting, “Can do!” (or at least hoping you are), but on the inside you may be saying, “Uh oh, what have I gotten myself into?” Your first managerial assignment? Manage yourself into keeping in mind that you’re not expected to be perfect. You’re just expected to reach a little further for some brand new stretch goals.
  • Most people want to do good work in a job they love. Marketing consultant (and former Senior Vice President of Marketing for Starbucks) Scott Bedbury speaks about what he calls the “Five Human Truths.” We need to be understood, feel special, feel as though we belong, feel that we’re in control, and know that we have the chance to reach our potential. Although these feelings may not necessarily be what we want from a cup of coffee, they’re certainly what we want almost universally from the work we do. (But ask me at 4 in the morning when I’m cranking against deadlines, and I may have a different answer for you.)
  • Great people leaders don’t have to be clever, complicated, politically astute, or even especially wise. But they do have to be kind, honest, focused, positive, and authentic. If your company is committed to supporting you as you cultivate a grounded, authentic, compelling leadership style, you will see first-hand that creating great employees isn’t about being magically charismatic. It’s about being you.
  • There is no “u” in team, but there should be. As a people leader, you’re also a team member. Sometimes you’re the coach; in fact, you might often think of yourself in the top leadership spot. But you’re also the water carrier. And if your team is working so well and independently that all they need is a regular infusion of refreshment, that’s a great position for you to play.

Enjoy this book. When you learn that creating great employees can be fun and personally rewarding, the first great employee you’ll create will be yourself.

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