- Cover
- Praise for Managing to Make a Difference
- Title Page
- Copyright
- Preface
- Acknowledgments
- Introduction
- Section I: Cultivate Positive Relationships
- Chapter 1: Relationships Create Opportunities to Make a Difference
- Chapter 2: Get to Know Your Employees
- 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
- Chapter 8: Don't Make Relationship Conflicts Worse
- 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
- 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
- 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
- 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: Have an Appetite for New Ideas
- 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
- About the Authors
- 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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