Harvard Business review Flashcards
(201 cards)
1
Q
As HBS professor John Kotter later argued, ______ is about re-
sponding to complexity.
A
Management
Pg 10
2
Q
Planning, budgeting, and staffing are all ___________ activities.
A
Management
Oh 10
3
Q
To get a job done, managers must focus on _________ and _______, and they must organize processes that will produce orderly outcomes.
A
Control and predictability
4
Q
Leadership, by contrast, explains kotter, is about _______and _____ to change .
A
Producing and responding.
5
Q
Setting direction, aligning people, and providing motivation are
all _________activities.
A
Leadership
6
Q
Opportunities for leadership can present themselves at anytime in your career. That’s because leadership doesn’t always require formal authority, but rather an array of intellectual and ______ skills.
A
Interpersonal
Pg 10
7
Q
At the simplest level, your
ethical position determines whether your employees feel ________ in your organization .
A
Safe
Pg 33
8
Q
What does it mean to be responsible for the ethics of your unit? First,
you must set an example of ______values and standards of conduct. Second, you must ensure _____behavior among your team.
A
Moral;ethical
9
Q
You set an example of moral values and standards of conduct: assume responsibility for the tough calls. Examine your win decisions for bias-publicly and demonstrate a genuine _____ for all your company’s constituencies.
A
Concern
Pg 33
10
Q
Influence is a combination of two kinds of power: positional power and
A
Personal power
Pg 68
11
Q
To exercise influence up and down the chain of command, you need to draw effectively on your personal power by cultivating_____.
A
Social capital
Ph 68
12
Q
Officers may initiate a foot pursuit of a person only when they have established the necessary ______ or ________ to detain or arrest the person.
A
Reasonable suspicion or probable cause
13
Q
As a new manager, what are the two misperceptions needed to overcome?
A
People Versus task
Personal influence verses positional authority
Pg 8
14
Q
Your purpose has shifted from _____ to developing and ______ people
A
Doing task; directing
15
Q
Your real power lies not in your job description but inside ______.
A
Relationships
16
Q
Leaders see opportunities in the instabilities that their managerial alter egos want to tame, they emphasize _______over process.
A
Ideas
17
Q
What are common leader traits ?
A
Intellectual
Socio-eomotional
Organizational
18
Q
Intellectual Leader Trait is _____?
A
Informed
Future focused
Decisive
Comfortable with ambiguity
19
Q
Socio-emotional leadership trait is?
A
Self aware
Engaged
Steady
Trustworthy
20
Q
Organizational leadership trait is?
A
Collaborative
Influential
Politically astute
Stimulating
21
Q
Your ________ and your ______ may have different expectations for what you should accomplish as a manager.
A
Employees ; Boss
22
Q
When dealing with stress in the moment _________ , _________and in the long term take care of health and work-life balance.
A
Identify the emotions (Label your emotions)
Find the source and solution
23
Q
Once you understand ____ you’re feeling, consider ____ it’s coming from.
A
What;where
24
Q
What are four common sources of stress for new and developing managers?
A
Role strain
Problem solving fatigue
Isolation
Imposter syndrome
25
One of the first tasks as a manager and leader is to gain the ____ of your team.
Trust
26
Harvard business s school professor Linda hill and executive coach Kent define trust as a combination of two components ___ and _____.
Competence and character
27
_______is how your intentions align with your actions while _____refers to the technical, operational and political knowledge you bring to the job
Character;competence
28
Your employees quickly form opinions of your character and competence based on both _____ and _______.
What your say and what you do.
29
You character is about your values. Hill and linebacker warn that if you genuinely don’t care about the group…
Your people will not trust your character no matter how able and productive you are.
30
Demonstrate your interest in the group and it’s work by:
Strive for consistency
Regulate your emotions
Mind your manners
Ask questions
Invited feedback
Give others and chance to shine
31
Here’s how you can cultivate their faith in your competence:
Plan quick wins when you start a new role.
Confront tough issues & knock down roadblocks
Research your ideas
Explain your decisions & actions
Be honest about what you do & don’t know
Arrange for back up
Ask others to test your ideas merit
32
Authentic leaders develop their individual style through _____ and ____.
Trial and error
33
To explore and develop your own authentic leadership
Learn from your life story
Understand your extrinsic and intrinsic motivations.
Foster self awareness
34
Demonstrating _______ behavior is also important to establishing your teams trust in your character.
Ethical
35
To be responsible for the ethics of your unit: first set an example of ______ values and ______ of conduct. Second you must ensure _____ behavior for among your team.
Moral;standards;ethical
36
Being mindful of your ____, your ______ and your ethical standard is essential to your ability to earn credibility as a leader
Competency;character
37
_______ is more powerful determinant of a good leadership than technical competence,IQ, or vision.
Emotional intelligence
38
What are two components of emotional intelligence ?
Self awareness
Self regulation
39
_____means being observant and honest about your actions, feelings, behaviors AND how they affect those around you.
Self awareness
40
To achieve self awareness you don’t need to be over critical but you do need to be _____.
Realistic
41
Golems described _________ as 5 skills and traits that we start forming early in life and that ultimately form a core part of our personalities.
Emotional intelligence
42
The 5 components of emotional intelligence are?
Self awareness
Self regulation
Motivation
Empathy
Social skill
43
If you’re self aware you know when you are angry. The next step is to use that self knowledge to ______ your emotions.
Manage
44
The ability to manage your emotions, Golemin calls _______.
Self regulation.
45
What are Behaviors you’re particularly sensitive to in other people or things you’re personally touchy about.?
Hot buttons
46
Lisa Lai suggests a 3 part strategy keeping calm in testy situations ?
Acknowledge what’s happening
Abstract yourself from the story
Develop a physical cue
47
Research shows that people respond to heightened compassion and _____ when you appropriately disclose your emotions.
Forgiveness
48
If you do something you regret, acknowledge ________.Apologize, then take a leap and explain what really happened for you.
Acknowledge what happened.
49
Leadership effectiveness is in direct proportion to strength of ______.
commitment
Pg 45
50
ART OF LEADERSHIP
_______ comes from passion and passion comes from ________. Two examples of passionate leaders Walt Disney and bill gates.
Commitment; within the person
51
ART OF LEADERSHIP
Intelligence is multidimensional and includes ______ thinking and _______thinking.
Convergent and divergent thinking
Pg 39
52
ART OF LEADERSHIP
_______thinking is where there is one right answer.
Convergent thinking.
53
ART OF LEADERSHIP
thinking is where there can be many right answers.
Divergent thinking
54
Leadership book
_________ represents one’s lifetime of intellectual attainments, as show. Vocabulary, accumulates facts about the works, and ability to solve problems within one’s area of expertise.
Crystallized intelligence.
55
Leadership book
____is the essence of wisdom. It can be increased overtime.
Crystallized intelligence.
56
Leadership Book
People draw from ____ in novel situations or when conventional solutions fail.
Fluid intelligence.
57
Leadership book
______tends to decrease in the twenties and thirties.
Fluid intelligence.
58
Leadership book
_____involves mental flexibility as shown by the ability to process information rapidly, as in solving problems on new areas of endeavor.
Fluid intelligence
59
_______ is what we think of as raw intellectual power.
Fluid intelligence
Pg 39
60
Leadership Book
I’m addition to qualities of a leader. Characteristics of followers , many ________ influence the leadership process.
Situational factors.
Pg 38
61
What are the many important situational factors that influence the leadership process. ?
Size of the organization
Social and psychological climate
Patterns of employment
Type,place and purpose of work.
Pg 38
62
An assessment instrument developed by Ralph Stogdill & others at Ohio State University. The leader behavior questionnaire focused on what two dimensions of leadership?
Task-oriented leaders (initiating structure)
Relationship oriented leaders (showing consideration).
Pg 18
63
A crisis can create______ followers who are looking for a leader to alleviate or resolve their dilemma.
“Charisma hungry”
Pg 23
64
An ideal example of a transformational leader is _____.
Saint Teresa
65
Although transformational leadership was first discussed by JV Downtown in 1973c it’s emergence as an important theory of leadership can be traced to Burns, who distinguished two kinds of leadership _____and ______
Transactional leaders and Transformational leaders.
Pg 25.
66
_______ focus on exchanges between leaders and followers. Example a manger who exchanges pay and promotion for work performed.
Transactional Leader
67
_______ focus on the potentialities of the leadership between the leader and followers.
Transformational leader
68
This leader taps the motives of followers to better reach the goals of both.
Transformational leader.
69
Research shows this type of leaders has positive effect on an employees performance.
Transformational leader
70
_______ engages the full person of the follower.
Transformational
71
Burns states the ______ leadership often involves conflict and struggle.
Charismatic leadership.
72
Cultivating self awareness is hard, because we often mask ________ with emotions that feel safer.
What’s toughest for us to handle
Pg42
73
_____control in highly stressed situations is invaluable.
Self-control.
74
Self-regulation matters for 3 reasons. First, your team reacts to ______. Second, emotional steadiness allows you to question or _______your decision making in high stakes situations and third, your self control underwrites your _______.
Your mood; slow down; Integrity.
Pg 44
75
Good managers also monitor and react to the emotional states of individuals on their team by?
Step 1: spot the emotion
Step 2 practice active listening
Step 3 reframe your employees emotions.
76
At its most basic level, your role as a manager is to set______ for your team and coordinate resources to meet your organizations ____
Direction; goals.
77
Assuming a position of power means you must become more responsive to the _____ of your direct reports AND the _____ is your organization.
Needs;demands
Pg 9
78
When your actions create a deep well of trust you will be able to influence your employees_____,_____ and _____. This is where your real power lies.
Behavior, attitude and values
Pg 9
79
Leadership doesn’t always require formal authority but rather ______ and ______skills
Intellectual and interpersonal skills.
Pg 10
80
What are the three common leadership traits?
Intellectual
Socio-emotional
Organizational
Pg 12
81
Even experienced managers wrestle with problems like ____ and ______especially when events at work or at home put them under extra stress.
Role strain; imposter syndrome
Pg 19
82
One of your first tasks as a manager and leader is to gain ____.
The trust of your team,
83
How to manage your former peers: Make people _____of the transition. Don’t introduce any major ______right away. Meet with your team members _______. Distance _____. Make peace with ______,
Aware; changes; one on one; yourself; with your rivals.
Pg 24
84
Demonstrating ethical behavior is also important to establishing your teams trust in _____.
Your character
Pg 32
85
To set an example of moral values and standards of conduct for your team you ?
Assume responsibility for the tough calls
Examine your own decisions for bias-publicly
Demonstrate genuine concern for all your companies constituencies.
Pg 32
86
Being mindful of your _____. Your _____ and your ______standards is essential to your ability to earn credibility as a leader.
Character;competency; ethical standards
87
To ensure ethical behavior among your team it means to scrutinize individual decisions and actions but also promoting an ethical culture at large. The key to this culture is to encourage _____around ethical issues.
Transparency
Pg 34
88
To develop self awareness around your behavior, identify ____ in the way you act on your feelings.
Patterns
Pg 42
89
The reactions you observe in yourself will be _______, meaning that they will resolve the fundamental emotional problem you’re facing
Adaptive
Pg 42
90
The patterns you’ve observed aren’t written in stone, they’re plastic. Once you become aware of any negative effect you have on others, you can adapt and mitigate the _____.
Impact.
Pg 43
91
Your emotions color the experiences of everyone working around you. Goleman and his colleagues term this mechanism ______
Mood contagion.
92
_____ are transmitted at the physiological level through an open loop system that involves hormone levels, cardiovascular functions, sleep rhythms, and immune functions.
Moods
Pg 43
93
______ underwrites your integrity.
Self control
94
To steer your employees in a more productive path with their emotions : step 1 ____ the emotion. Step 2. Practice active _____. Step 3 _____your employees emotions.
Spot, listening; reframe.
Pg 46
95
In step 1 spot the emotion
Don’t wait for the dam to break; watch for telltale signs. Like a _____ between what someone says and their ______.
Gap; body language.
Pg 46
96
In step 2 practice active listening
Engage your employee to search for issues that are_____ their emotional response. What can you infer about the facts this persons is working with about the values driving their reactions?
Motivating
follow up by paraphrasing what you heard and ask open ended questions.
97
Once you’ve successfully competed reframing you can proceed it’s normal _____.
Normal conflict resolution techniques.
98
Researchers at case western reserve and Marist college developed the theory of group emotional intelligence. These ________ will help manage the groups mood. Especially under pressure
Norms.
99
But remember you don’t have to change the way people feel and think all at once. If you can tweak the way they ____ even a little bit, the emotional stuff will follow on it’s own.
Behave.
Pg 50
100
Building social awareness on your team:
Set ground rules and stick to them
Take time away from tasks
When things get tough
When making decisions
101
When you implement new rules, involve ____.
Your team.
102
Focus on what you can control: focus on ______, not blaming.
Problem solving.
103
As a manager, you need to think critically about your relationship to your organizations overall strategy and the opportunities you and _____ stand to take advantage of.
Your team
Pg 56
104
As a mgr, you work through your employees to support the company’s overall plan. Your own strategies and goals must align with the priorities set from above. So as you make your own plans clarify ____ you’re supposed to be delivering and ____ you’re supposed to do it.
What:how.
Pg57
105
Step 1 gather info about your strategic objectives.
Begin with a _______ - a series of conversations with key figures in your organization that will help you clarify its strategic objectives. As you conduct these conversations, press for _____ and _____.
Listening tour; clarity and specificity.
Pg 57
106
If open ended questions aren’t getting you answers, offer _____. Reflecting on your conversations, note the ____ and ____ in what you’re hearing. If you can press to figure out where these inconsistencies are coming from.
Limited choices; gap and contradictions; .
Pg 59
107
Your bosses expect you to be a strategic thinker, and that means learning to evaluate the ___ and ___ that you personally must navigate.
Risk and opportunities.
Pg 59
108
The real power comes from _____your goals with the highest purpose of the organization.
Aligning
Pg 61
109
______represents your ability to persuade other and have a positive impact on your organizations decisions, plans, and results.
Influence
Pg 67
110
______ in your role as a leader means trying new approaches and strategies. To do this, you need to convince others in your company to _______ and _____your ideas.
follow and endorse
Pg 67
111
Influence really isn’t about getting your way. It’s about helping to create ____ and ____ outcomes for your organization with and through others.
Positive and productive
112
______ represents all of the trust, value and goodwill you’ve created in your organization.
Social capital.
113
Relationships, reputation, reciprocity; institutional knowledge and informal know how are all examples of ____?
Social capital
Pg 68
114
According to Lisa Laie you can gain social capital over the time by cultivating key habits. These strategies help you strengthen your relationships and build your social capital, all to the benefit of your ability to influence others.
Take action and solve problems
Be a team player
Have informed opinions
Help other people succeed
Respect others
Demonstrate integrity.
115
If you can’t influence your_____ (managing up), you’ll be frustrated at best and professionally sidelined at worst.
Your Manager
Pg 71
116
When you exercise this influence, you’re reversing the traditional power flow in the relationship. ____ is making a conscious effort to effect the perceptions, opinions, and decisions of your managers.
Managing up.
Pg 71
117
To “manage up”effectively, you need to ____your managers motivations and hot buttons, set commonly understood ______ for your performance, and _____yourself to their way of thinking.
Understand; expectations: adapt
118
Managing collaborations can be challenging (colleagues in other units/silo busting). To align efforts:
Identify key players
Understand their incentives
Carve out time to collaborate.
Adopt a negotiators mindset.
Pg77-78
119
To tailor your case as narrowly as you can to your audience by making a decisions on whether logic or emotion should be used.
Focus on two questions: first, how personal is the issue at hand to your audience? Second, _____?
Where are you in the decisions making process?
120
If you’re at an active decision point and you’re trying to win votes, lean hard on _____. If you’re trying to solicit interest early on or get buy-in after the fact, _______ are a better target.
Logic; emotions.
Pg 79
121
When you want to promote your idea, plan or business case, determine whether an appeal to your audiences _____ or their _____ will be more effective.
Hearts or minds.
122
____ means their emotional center, the hopes fears and memories that shape their attitudes.
Heart
Pg 78
123
An appeal to peoples ____ speaks directly to their reasoning power.
Minds.
124
While hearts and minds are both important targets for persuasion, it’s better to use ________ to frame your initial discussion.
One or the other.
125
Once you m know whether your targeting your audiences hearts or minds your can tailor your _______ accordingly.
Argument.
126
As you make your assessment, avoid sweeping generalizations about _____ or _____.
Gender or function.
127
Winning Hearts
To draw out your audiences emotional response in service to your argument:
Make it personal
Speak explicitly to a big emotion
Tell a story.
Use metaphors and analogies.
Pg 80
128
Speak explicitly to a big emotion
If your listeners are resisting change b/c they’re afraid of trying something new, validate their emotion and then ____.
Disarm it
129
Stories bring ideas alive. They also simplify complex ideas. Good stories stay in our minds because they force us to draw out the meaning for _____.
our selves.
Pg 80
130
_____ represent overarching worldviews that shape peoples everyday perceptions and actions
Metaphors.
Pg 81
131
____and _____are rhetorical tools that can be used to give people a new, vivid way of thinking about a familiar idea. These stoke like lightening, illuminating your point of view without over explaining or belaboring your point.
Metaphors and analogies.
Pg 80.
132
Winning minds
If you chosen a strategy that focuses on logic of the argument try these tactics; present ______ evidence. Ask _____questions.
compelling evidence
striking questions
Pg 81
133
Listeners who care about expert opinion will like _____ , while ____ will work on audiences who work with numbers or who want to quantify the big picture. can be very powerful with wide audiences—slides, flip charts, video clips or product samples
Testimonials: Statistics; Data visuals.
Pg 81
134
Ask Striking questions
_____ questions focus their attention on their most pressing problem. While _____ questions influence how your listeners interpret facts & what they remember, & ____ questions press the listener to accept proposition that you’ve formulated.
Disturbing questions; leading questions ; rhetorical questions.
Pg 81
135
To promote your idea to others, consider their _____.
Point of view.
136
One of the best ways to assimilate feed back as it is being shared with you is to listen _____ and probe for more insight. Asking for more info takes you out of a personally defensive posture and puts you back in the inquisitive, ____ mindset that is the hallmark for great leaders.
Actively; curios
Pg 132
137
In order to supervise others well, you must invest in your own competencies, ________, _______, personal productivity, and self-development.
Influence; communication.
Pg 134
138
To connect with and advocate for your employees, you must develop _____ and an authentic voice. To help them organize their work, you must understand how to prioritize your ____ and _____.
Personal power; time and projects.
Pg 134
139
One of the best ways to receive genuine, real-time feedback is ____.
To ask for it.
Pg 131
140
______ is easier to receive when you’re aware and in control of your own emotions.
Criticism.
Pg 132
141
To learn from your immediate coworkers, you’ll need to practice hearing and using criticism in positive ways. And you must learn to spend as much time on your _____ as your ______
Strengths ; weaknesses
Pg 130
142
Ed barista recommends that when you hear the words , “don’t take this personally but …. You stop and recognize three elements of the conversation
1. Your threat response
2. The power dynamic
3. Your agency.
Pg 131
143
Your threat response : acknowledge that you’re being triggered and remind you self that your _____ of threat doesn’t mean you are actually under attack.
Perception.
Pg 131
144
The power dynamic:
We become extremely sensitive to stars during these conversations, and it’s tempting to project a lot of negative motivations on to others. ______your fears and choose to make the generous assumption: “this feels bad for me but I think they’re trying to help.”
Acknowledge
145
Your agency
If you’re feeling ambushed or blindsided, you might freeze up. It might not seem like it but you do have the choice _____.
Whether you participate
146
___ and ____ are actually two parts of a vicious cycle.
Stress and lack of focus.
Pg 111
147
Authentic leaders ground themselves in a clear understanding of who they are and what they value, which is borne out in ______ the office as well as in it.
Human experiences outside
Pg 117
148
Your role is to ensure the _____ are doing the _____, at the right time and in the ____. While most managers never get away from “doing” altogether, the goal is to ensure thet your work is high ____ and high ____ for the organization.
Right people , right work; right way
Priority ; high impact.
Pg 139
149
The most effective mgrs spend less time ___and more time ____work assignment, _____resources and _____people to achieve their best possible results.
Doing ; planning, organizing
Pg 139
150
Finding your focused is about learning how to _______, so you can concentrate on the work at hand. Flow boosts both ____ and _____. But to achieve it you need to eliminate the behaviors and environmental cues that send tour brain off trash.
tune out all mental noise; performance and motivation.
Pg 107.
151
According to search at the university of California- getting back on track after being interrupted can take more than _____.
20 minutes
Pg 108
152
One of the common misconceptions managers have about delegation is that delegating ______ that they should be able to do everything on their own.
Signals weakness.
153
When you delegate, you remove tasks from your to do list that others, crest new opportunities for _____ and _____ motivation, and maximize your companies resources and ____ productivity.
Are qualified to handle; growth and boost; improve
Pg 140
154
If you make the most of each team members abilities, you’ll ______ the groups output.
Maximize;
155
Once you have identified a task to delegate, start by making a _____ before you talk to your employee. It should detail everything from why the assignment is important to the deadlines involved.
Delegation plan.
156
A written delegation plans creates a record you and your staff can refer back to when _____progresses. You can use it to hold your employee ______, trouble shoot if the project goes awry and bolster your _____ for the employees promotion.
Work; accountable; argument
Pg 141
157
_____ are discrete activities, like writing a report or planning a meeting. They usually have a clear timeline, work process and outcome.
Tasks.
Pg 143
158
____ encompass multiple tasks that fulfill a specific objective like assessing customer needs or developing a new code of conduct.
Projects.
159
______ represent ongoing activity in your unit like staff training or interfacing with IT.
Functions.
Unlike tasks or projects, functions don’t have a start and end date; they’re continuous responsibility.
160
Your biggest challenge as a delegating manager is to ensure your direct report ______ . Their good performance matters in itself but also because it colors your _____ throughout the organization and with your _____.
Doesn’t fail; reputation; team.
161
Avoid micromanaging by thinking of your role as a ____ and ____.these work well when your employee has the skills and access to solve whatever problem arise with the plan.
Monitor and coach.
Pg 150.
162
When your employee lacks skills or influence to solve a problem, you may need to take direct ___ and remove the ____.
Action;roadblock
Pg 150
163
When you give feedback, focus instead on ___ and ___ not motivations. Analyzing personal traits tend to alienate your employee.
Behaviors and skills.
164
Begin a coaching session by ______. The kind of help you offer will depend on _______.
Inviting your employee to take the lead.; needs they express.
Pg164
165
One rule though applies universally, conflict should be handled _____.
Openly.
Pg 209
166
When zero sum decisions arise does team, it’s helpful to have some well defined criteria for making ______.
Trade offs.
167
Leadership contingency theory holds that’s the most appropriate leadership qualities and actions vary from _____ to _______. Effectiveness depends on the leader, follower, and situational factors.
Situation to situation.
Pg 21
168
Forces in a leader include personal ____, ____ of security, and confidence in _______.
Values ; feelings: and subordinates.
Pg 21
169
Forces in the follower include knowledge and _____, readiness to assume ______, and interest in the______
Experience; responsibility; task or problem.
Pg 21
170
Forces in the organizational structure include the type of info needed to ______ and the amount of time available to make a _____.
Solve and problem; make a decision.
Pg 21
171
Situational factors include the job being ____, the _____of the workplace, and the urgency of the _____.
Performed; culture; task.
Pg 21
172
Finding your focus is about learning how to tune out all the mental noise so you can concentrate on the ______.
The work at hand.
Pg 107
173
Assuming a position of power means your must become more responsive to the ____ of your direct reports and the ____ of your organization.
Needs;demands
Pg 9
174
Personal influence versus positional authority.
When you exercise influence, your people act because they find you personally ______, you character, competence, your words or action. They are choosing to do it because you are leading them effectively.
Persuasive
Pg 9
175
______ represents a major departure from what you’ve done in the past, & what made you successful so far won’t necessarily help you advance now.
Management
Pg 7
176
As a ______, you have to navigate a complex new landscape of authority to help others do their best.
Leader
Pg 7
177
Ask questions
It solicits information, but it also _______ information— about who you are, what you care about; and how you regard the person you’re talking to.
Communicates
Pg 26
178
Give others a chance to shine
Show that you want their efforts to benefit them directly, and that they can trust you to steward their work without trying to take _____ of it.
Advantage
179
Show that care about your _____ on others by asking for feed back and then doing something about. The point here isn’t just to become a better manager, it’s to demonstrate _____.
Impact; self-awareness
Pg 26
180
Leadership is something you work at versus a state of being or destination. Developing key traits is an ongoing _____.
Practice
181
The goals you set should emerge from what you’ve learned about the overall strategy of your company and your own position. The real power comes from ____ your goals with the highest purpose of the organization.
Aligning
182
Being comfortable with your new managerial identify involves some profound shifts in your ____,____, and possibly even your ____.
Beliefs; attitudes; values
Pg 61
183
First. Label what your feeling. Just the act of naming the emotion can help you moderate your_____. Second, once you understand what you’re feeling. Consider where it’s coming from. Your answer can help you identify new ways to ____with or mitigate the problem.
Response; cope. .
Pg 14
184
Effective _____ help employees discover what they really want out of their work & how they can use their present situation as a springboard to reach those goals.
Effective Managers
Pg 177
185
As the group's leader, your goals here are twofold. First, you must make sure that your team captures the right mix of competencies required to achieve its objectives, without duplication or
gaps. Second, you must create a work environment that allows people to contribute fully, so that they can bring their unique abilities and viewpoints to bear on the work it-self. The result________.
A supportive collaborative team culture where diverse individuals can interact productively in pursuit of the groups shared purpose.
Pg 194
186
A common set of opportunities and challenges that come with bringing together individuals in a work place are:
You’re uniting people with fundamentally different points of view, distinct skill sets and varying back grounds. Ad requiring them to work closely together.
187
As a _____ your role is to bring the best, most promising talent into the organization. Before you can make a good hire, you need to know what you’re _____.
Manager;Hiring for
Pg 234
188
Begin by evaluating the diversity of your team's composition relative to the competencies you need. Learn as much as possible about team members, including their training and skills,professional background, work style, motivations and goals, and life experience. Use this information to_________
Evaluate whether your team has the right balance of competencies.
**The above allows you plan how to maximize each individuals contributions.
Pg 194
189
Whether someone rubs you the wrong way or wither you have genuinely competing and divergent interest,it’s possible to diffuse negativity and reorient the relationship around shared ___ and ____.
Goals and interest
190
Bringing your Allie’s on board, (enemies) requires energy and _____.
Tact
191
A network can help you better connect your group to the rest of the organization by trading resources and sharing ______..
Expertise.
192
To align efforts with colleagues in other units (silo busting): Identify the _______. Understand their _____
Key players; Incentives;Carve out time to collaborate; Adopt a negotiators mindset .
Pg 77
193
Silo busting -understand their initiatives.
Visibility and strategic _____ can have a persuasive effect.
Initiatives
194
Silo busting identify key players
Be willing to acknowledge other people of ____ in the organization and join forces.
Influence
195
When adopting a negotiators mindset- focus on interests rather than _____.don’t get hung up on what you can’t do for them and think creatively about what you ____ do that they might value.
Positions.: CAN
196
Asking striking questions
Questions stimulate your listeners attention and invite them to contribute - in a ________ way- to the point your making.
Controlled way
197
To promote a specific idea to others, consider their ____ of view.
Point of view
Pg 83
198
When we’re on the receiving end of communications, we crave compelling, concrete, simple doses of ___with an authentic voice. Creating this kind of communication requires careful planning and preparation.
Information.
Pg 87
199
Researchers at the university of Lausanne found several physical and rejetorixal tactics. Becoming a master full communicator is possible if you learn these sets of behavior.
Animated Voice
Gestures
Expressions of Moral Conviction or shared sentiment
Contrasts
Three part lists.
200
For these techniques to work, you need to incorporate them into your natural presentation. A robotic sequence gestures and _____ will fall flat unless they’re infused with your own verbal style and physical habits NOT to mention your own ____ and experiences.
Three part list; values
Pg 87
201
Good writing isn’t just about grammar and usage but structure, ____ and ____.
Clarity and voice.
