RadicalCandor_HowtoGetWhatYouWantbySayin.epub - (EPUB全文下载)

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For Andy Scott, the miraculous mixer of romance and stability in my life. For our children, Battle and Margaret, who give us daily surges of crazy joy and sane inspiration. For our parents, who taught us everything. And for our siblings, who helped us find each other.

CONTENTS
INTRODUCTION
HOW TO USE THIS BOOK
PART I
A NEW MANAGEMENT PHILOSOPHY
1. BUILD RADICALLY CANDID RELATIONSHIPS
Bringing your whole self to work
2. GET, GIVE, AND ENCOURAGE GUIDANCE
Creating a culture of open communication
3. UNDERSTAND WHAT MOTIVATES EACH PERSON ON YOUR TEAM
Helping people take a step in the direction of their dreams
4. DRIVE RESULTS COLLABORATIVELY
Telling people what to do doesn’t work
PART II
TOOLS & TECHNIQUES
5. RELATIONSHIPS
An approach to establishing trust with your direct reports
6. GUIDANCE
Ideas for getting/giving/encouraging praise & criticism
7. TEAM
Techniques for avoiding boredom and burnout
8. RESULTS
Things you can do to get stuff done together—faster
GETTING STARTED
ACKNOWLEDGMENTS
INDEX

INTRODUCTION
L
ike most of us, I
once had a terrible boss—a person who thought that humiliating people was a good way to motivate them. At one point, a colleague mistakenly copied me on an email chain in which my boss had ridiculed me repeatedly to my peers. When I confronted my boss, he told me not to worry my “pretty little head” about it. Really.
Partially as a result of this experience, I started my own company—Juice Software. My goal was to create an environment where people would love their work and
one another. Friends often laughed when I said that, as if I were talking about a commune instead of a company. But I was serious. I spent a lot more than eight hours a day at my job. If I didn’t enjoy my work and my colleagues, the majority of my brief time on this planet would be unhappy.

Unfortunately, while I did succeed in avoiding the mistakes my boss had made—that was easy—I made a very different set of mistakes. In an effort to create a positive, stress-free environment, I sidestepped the difficult but necessary part of being a boss: telling people clearly and directly when their work wasn’t good enough. I failed to create a climate in which people who weren’t getting the job done were told so in time to fix it.
When I look back on that time, my mind immediately goes to a person I’ll call “Bob.” Bob was one of those instantly likeable people who make going to work a pleasure. He was a kind, funny, caring, and supportive colleague. What’s more, he ............

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