Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010218641 | HF5549.5.M63 V46 2010 | Open Access Book | Book | Searching... |
Searching... | 30000010218640 | HF5549.5.M63 V46 2010 | Open Access Book | Book | Searching... |
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Summary
Summary
Transform Average Employees intoPowerhouse Performers
"I cannot think of a more important message and timely book. 20 Minutes to a Top Performer offers quick, simple techniques for managers toimprove their effectiveness in communicating with their teams."
Steven Fine, vice president for administration,Mount Sinai Medical Center, Miami Beach, Florida
"Alan has provided some of the best thinking on the issue of leadership conversations.His book offers easy-to-implement suggestions for everything your team needsto know about effective conversations!"
Al Miller, VP HR, Lockheed Martin Simulation,Training and Support, Lockheed Martin
"This book is essential for leaders in today's fast-paced and do-more-with-less environment."
Dan Russi, VP, Customer Services, Ariba, Inc.
"Alan gives a how-to guide for managers of all experience levels. In twenty minutes andthree conversations, he's captured the essence of managing and leading."
Ron Sacchi, director, Organizational Learning and Development, Gilead
"It is great news for the business and professional community to see a book emerge withpractical tips for having intelligent interactions in traditionally sensitive areas ofcommunication. Many books promise easily used guidelinesfor a successful result--this one delivers!"
Pat Cramer, learning director, Honeywell Aerospace
About the Book
The key to long-term organizational success isthe ability to move employees to action. Easiersaid than done, right? Not really. All it takes is threesimple 20-minute conversations.
Alan Vengel has spent 25 years helping Fortune 500companies empower their employees to perform atpeak efficiency, generating measurable resultsorganization-wide. Now, in 20 Minutes to a TopPerformer , Vengel shares the secret to his and hisclients' success: good old-fashioned communication.Inside, he explains how to engage youremployees through specific, focused conversations,of which there are exactly three:
Coaching:
Focusing on performance and feedback
Motivating:
Focusing on engagement and interests
Mentoring:
Focusing on support and development
Vengel dissects these types of conversations toilluminate how, why, and when to initiate each one.The conversations are not meant to be technical.They won't be uncomfortable or combative. They willsimply be . . . conversations. And you'll be surprisedat how quickly you see results. Your people will becomebetter team players, take greater enjoyment intheir work, tackle problems with verve, and, in theend, contribute valuable talent to your organizationfor the long term.
Managers are facing unprecedented demands to domore with less--a trend that is clearly not going toreverse in the foreseeable future. You don't need a Harvard Business School degree or expensive newtechnology to empower your workforce. All you needis the drive to make change happen.
20 Minutes to a Top Performer is a blueprint to helpingyour people succeed. And when they succeed,you and the entire organization succeed.
Author Notes
Alan Vengel is the founder of Vengel ConsultingGroup, a global firm that has helped hundreds ofFortune 1000 companies improve employee performanceand boost overall organizational success.He is the author of The Influence Edge: How to PersuadeOthers to Help You Achieve Your Goals andcoauthor of Sprout! Everything I Need to Know aboutSales I Learned from My Garden . Vengel lives inNorthern California.
Table of Contents
| Foreword | p. vii |
| acknowledgments | p. xi |
| Introduction: Why 20 Minutes? | p. 1 |
| Part I The 20-Minute Coaching Conversation | |
| Chapter 1 Coaching that Involves and Initiates Action | p. 19 |
| Chapter 2 How to Use Feedback for Real Success | p. 55 |
| Chapter 3 Four Behaviors that Make Coaching Easy | p. 69 |
| Part 2 The 20-Minute Motivation Conversation | |
| Chapter 4 Motivation Matters | p. 35 |
| Chapter 5 Focus and Make the Conversations Real | p. 103 |
| Chapter 6 How to Engage Employees Through Motivation | p. 123 |
| Part 3 The 20-Minute Mentoring Conversation | |
| Chapter 7 Start Where They Are, Not Where You Are | p. 139 |
| Chapter 8 You've Got a Story-Your Life | p. 159 |
| Chapter 9 When to Use the 20-Minute Mentoring Conversation | p. 177 |
| Chapter 10 What if Nothing Works? | p. 193 |
| Appendix | |
| Your 20-Minute Leadership Toolbox | p. 209 |
| Index | p. 221 |
