By Karin Hurt
ISBN-10: 0814437257
ISBN-13: 9780814437254
It might probably suppose like a rigged online game. Executives set competitive ambitions, so managers force their groups to burnout attempting to convey. Or, staff search connection and aid, so managers concentrate on relationships . . . and fail to make the numbers. The fallout is pressure, frustration, and disengagement, and never simply between crew members--two-thirds of managers file being disengaged. To prevail, managers can't choose from effects and relationships. they wish "both": they have to get humans to accomplish whereas developing an atmosphere that makes them really are looking to. "Winning good "offers managers a short, useful motion plan--complete with examples, tales, and on-line checks. they are going to easy methods to: Stamp out the corrosive win-at-all-costs mentality - concentrate on the sport, not only the rating - make stronger behaviors that produce effects - maintain power and momentum - right negative functionality with no drama - construct effective relationships - Be the chief humans are looking to paintings for ultra-modern hypercompetitive economic system has created demanding, overextended offices. continue it efficient, worthwhile, or even enjoyable with this one-stop good fortune package.
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Extra resources for Winning Well: A Manager’s Guide to Getting Results---Without Losing Your Soul
Example text
Compete to provide the best service. Work hard to offer the best product. Strive to offer the best experience you can—not to beat Joe. Your product, service, or experience is the real game. 2. Gaming. Gerrymandering election districts, asking for extra-credit school assignments, and overreporting sales figures are all examples of gaming. Gaming refers to behaviors that change the score but aren’t really about playing the game well. Gamers have no focus on real results. We’ve seen astounding creativity in the huge lengths some employees and managers will go to to game the system.
BEHAVIORS: Gamers are manipulators. They spend their days playing dirty politics, working one person against another in their ceaseless quest for status. In their mind, winning is not related to organization results. Their meetings and efforts at delegation usually have two layers of meaning, with political subtext just beneath the surface. OUTCOMES: People—Gamers attract a motley cast of sycophants, other Gamers, and the disaffected. Productive employees leave as soon as they can. ” Whether or not a Gamer experiences stress and discomfort depends on his or her internal values.
The constant need to manage relationships without demonstrable results exacts its own toll with stress and ultimately, termination—if they are ever held accountable. The Gamer In the lower left quadrant you will find the manager who isn’t trying to win and who doesn’t build meaningful relationships with colleagues. We call them Gamers because without a connection to people or purpose, they spend their time playing a self-created game where status and survival are the score. VALUES: Gamer managers don’t value confidence or humility and do not prioritize business results or relationships with colleagues.
Winning Well: A Manager’s Guide to Getting Results---Without Losing Your Soul by Karin Hurt
by Charles
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