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El. knyga: HBR Guides to Performance Management Collection (4 Books) (HBR Guide Series)

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  • Formatas: 864 pages
  • Serija: HBR Guide
  • Išleidimo metai: 14-Nov-2017
  • Leidėjas: Harvard Business Review Press
  • Kalba: eng
  • ISBN-13: 9781633694224
Kitos knygos pagal šią temą:
HBR Guides to Performance Management Collection (4 Books) (HBR Guide Series)Didesnis paveikslėlis
  • Formatas: 864 pages
  • Serija: HBR Guide
  • Išleidimo metai: 14-Nov-2017
  • Leidėjas: Harvard Business Review Press
  • Kalba: eng
  • ISBN-13: 9781633694224
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A set of guides to help you recognize good work and encourage progress at the workplace.

If you manage a team, you need to be able to measure and manage their performance. From establishing a performance review cycle and building toward your year-end assessment, to providing individual feedback and coaching and establishing group cohesion and accountability, this collection teaches you the skills you need to inspire your team to greater success.

This specially priced four-volume set includes books from the HBR Guide series on the topics of Performance Management, Coaching Employees, Delivering Effective Feedback, and Leading Teams.

You'll learn how to:





Set--and adapt--employee and team goals Assess performance fairly Coach your employees through tough situations React calmly if someone gets defensive when you deliver feedback Create plans for individual development Rethink how you use performance ratings Avoid burnout on your team Foster group camaraderie and cooperation Hold your team accountable





Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
HBR Guides to Performance Management Collection: Coaching Employees
Introduction: Why Coach?
xi
Coaching is leading.
Ed Batista
Section 1: Preparing To Coach Your Employees
1 Shift Your Thinking to Coach Effectively
3(10)
You're learning right along with your employees.
Candice Frankovelgia
2 Set the Stage to Stimulate Growth
13(16)
A practical, concrete plan for achieving peak performance.
Edward M. Hallowell
3 Earn Your Employees' Trust
29(10)
Build rapport so that they can hear your feedback.
Jim Dougherty
Section 2: Coaching Your Employees
4 Holding a Coaching Session
39(12)
Ask questions, articulate goals, reframe challenges.
Amy Jen Su
5 Following Up After a Coaching Session
51(10)
Monitor and adjust.
Pam Krulitz
Nina Bowman
6 Giving Feedback That Sticks
61(12)
Prevent a fight-or-flight response.
Ed Batista
7 Enlist Knowledge Coaches
73(4)
Tap the "deep smarts" of your subject-matter experts.
Dorothy Leonard
Walter Swap
8 Coaching Effectively in Less Time
77(8)
Adopt efficient habits and claim found time.
Daisy Wademan Dowling
9 Help People Help Themselves
85(8)
They'll continue to grow through self-coaching.
Ed Batista
10 Avoid Common Coaching Mistakes
93(10)
Pitfalls to watch out for-and how to remedy them.
Muriel Maignan Wilkins
Section 3: Customize Your Coaching
11 Tailor Your Coaching to People's Learning Styles
103(12)
Find approaches to learning that your employees will be motivated to follow.
David A. Kolb
Kay Peterson
12 Coaching Your Stars, Steadies, and Strugglers
115(8)
You can't-and shouldn't-give them equal time.
Jim Grinnell
13 Coaching Your Rookie Managers
123(12)
Help them avoid classic beginners' errors.
Carol A. Walker
14 Coaching Rising Managers to Emotional Maturity
135(14)
Don't promote people before they're ready.
Kerry A. Bunker
Kathy E. Kram
Sharon Ting
15 Coaching Teams
149
When to intervene-and how.
J. Richard Hackman
Index
165
HBR Guides to Performance Management Collection: Delivering Effective Feedback
Section 1: Ongoing Feedback
1 Giving Effective Feedback
3(4)
The two types of feedback, defined.
2 Sometimes Negative Feedback Is Best
7(4)
For some, it can be more motivating than praise.
Heidi Grant Halvorson
3 Giving Feedback That Sticks
11(16)
Prevent a fight-or-flight response.
Ed Batista
4 A Better Way to Deliver Bad News
27(20)
Take an open approach to your discussion.
Jean-Francois Manzoni
5 The Set-Up-to-Fail Syndrome
47(42)
How bosses create their own poor performers.
Jean-Francois Manzoni
Jean-Louis Barsoux
6 How to Give Feedback That Helps People Grow
Establish trust, then focus on improvement.
Monique Valcour
7 Recognize Good Work in a Meaningful Way
89(8)
Tailor your rewards to the person and the effort.
Christina Bielaszka-Duvernay
Section 2: Formal Performance Appraisals
8 Delivering an Effective Performance Review
97(10)
Five basic rules for getting it right.
Rebecca Knight
9 Managing Performance When It's Hard to Measure
107(10)
Focus on the individual, not a rating.
Jim Whitehurst
10 Stop Worrying About Your Employee's Weaknesses
117(6)
Emphasize their strengths to help them grow.
Peter Bregman
11 How to Set and Support Employee Goals
123(12)
Set your people up to succeed.
Amy Gallo
12 When to Grant a Promotion or Raise
135(12)
First, make sure they can do the job they want.
Amy Gallo
13 Tips for Record Keeping
147(6)
Track performance so reviews run smoothly.
Section 3: Tough Topics
14 How to Help an Underperformer
153(10)
Identify the problem and see if coaching can help.
Amy Gallo
15 Delivering Criticism to a Defensive Employee
163(8)
Stick to the facts.
Holly Weeks
16 How to Give Star Performers Productive Feedback
171(10)
Discuss performance, new frontiers, and aspirations.
Amy Gallo
17 Prioritizing Feedback-Even When Time Is Short
181(4)
Three ways to be more efficient.
Daisy Wademan Dowling
18 Navigating the Choppy Waters of Cross-Cultural Feedback
185(4)
Make subtle shifts to adapt your approach.
Andy Molinsky
19 How to Discuss Performance with Your Team
189
Let them do the talking first.
Rebecca Knight
Index
197
HBR Guides to Performance Management Collection: Leading Teams
Introduction
xi
Invest in the "people" side of teamwork.
Section 1: Build Your Team's Infrastructure
1 Pull Together a Winning Team
3(8)
Make it small and diverse.
2 Get to Know One Another
11(14)
Connect in a meaningful way and learn what people need to do their best work.
3 Establish Your Team's Goals
25(10)
Define your tasks and outcomes-and your processes for achieving them.
4 Agree on Individuals' Roles
35(10)
Decide who will do what on the team.
5 Agree on Rules of Conduct
45(10)
Specify how the team will operate as a unit.
6 Set the Stage for Accountability
55(12)
Sort out how the team will enforce its goals, roles, and rules.
7 Commit to a Team Contract
67(6)
Summarize what you've agreed to in your team-building conversations.
Section 2: Manage Your Team
8 Make Optimal Team Decisions
73(14)
Create an environment where everyone participates.
9 Hold People Accountable
87(12)
Build skills-and trust-in giving and receiving feedback.
10 Give People Recognition
99(4)
Motivate them to contribute more by acknowledging what they've done.
11 Resolve Conflicts Constructively
103(14)
Get problems out in the open right away so you can move past them.
12 Welcome New Members
117(6)
Discuss what's working and what may need to change.
13 Manage Outside the Team
123(10)
Cultivate mutually beneficial external relationships.
Section 3: Close Out Your Team
14 Deliver the Goods
133(6)
Keep everyone focused and working productively until the end.
15 Learn from Your Team's Experiences
139(8)
Reflect on what worked and what didn't.
Appendix A: Rules Inventory
147(6)
Appendix B: Cultural Audit
153(4)
Appendix C: Team Contract
157(610)
Index
767
About the Author
165
HBR Guides to Performance Management Collection: Performance Management
Introduction: Performance Management for a New Age of Work
What changes to the process mean for you as a manager.
Section One: Goal Setting
1 The Characteristics of Effective Goals
13(8)
Make them clear and specific, achievable but challenging.
2 Define Employee Goals-and Decide How They're Measured
21(12)
Fit the needs of the individual and the organization.
3 Collaborate with Your Employee to Create a Plan for Moving Forward
33(12)
Outline steps to accomplish objectives and adjust as necessary.
Section Two: Ongoing Performance Management
4 Assessing Performance Isn't a Onetime Event
45(12)
Note good and bad work, and identify root cause.
5 Make a Habit of Providing Feedback
57(14)
Discuss your observations with your employee.
6 Coach Your Employees to Close Performance Gaps
71(12)
Ask questions to help them solve problems and master new skills.
7 How to Keep Your Employees Motivated
83(16)
Recognize good work, and encourage progress.
Section Three: Developing Employees
8 Understand Your Employee's Wants and Needs
99(12)
Know what your direct report aspires to.
9 Expand Your Employee's Skill Sets
111(14)
Basic tactics to learn new areas of expertise.
10 Craft a Development Plan
125(10)
Define a specific path for future growth.
11 How to Develop Someone Who's Struggling
135(14)
Good performers aren't the only ones who need to grow.
Section Four: Formal Performance Reviews
12 The Case Against (and for) Annual Appraisals
149(10)
How companies are changing the way they look at reviews.
13 Assess Performance, but Rethink Ratings
159(22)
Take an individualized approach.
14 How to Conduct the Review Conversation
181(14)
Tips and tricks for a productive discussion.
15 Define New Goals for a New Cycle
195(6)
Adjust objectives for continued growth.
Section Five: Tough Topics
16 Responding to the Steady Worker
201(6)
What to do with your stalwarts.
17 Preventing Burnout on Your Team
207(10)
Make sure your people aren't running out of steam.
18 Managing the Performance of Remote Employees
217(12)
From giving feedback to conducting annual appraisals.
Sources
229(8)
Index
237
Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 13 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

Mary Shapiro has worked with Fortune 500 companies, nonprofits, and public agencies as a consultant and executive trainer for more than 20 years. She holds the Diane Kagen Trust Professorship for Leadership Development at Simmons College School of Management.

Author social media/website info: HBR: hbr.org; @HarvardBiz; linkedin.com/company/harvard-business-review; facebook.com/harvardbusinessreview; youtube.com/user/harvardbusinessreview SHAPIRO: simmons.edu/Faculty/Mary-Shapiro, linkedin.com/in/mary-shapiro
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