The cookie is used to store the user consent for the cookies in the category "Analytics". This cookie is set by GDPR Cookie Consent plugin. These cookies ensure basic functionalities and security features of the website, anonymously. Necessary cookies are absolutely essential for the website to function properly. In the meantime, if you seek more information about Highlight and the work we are doing with federal agencies, please visit us at. I’d also like to hear about other consulting and management books you find rewarding. In conclusion, I hope you are inspired by these books as much as I am. Corrective feedback, although difficult, should never be delayed, the authors warn: “The longer you wait to give corrective feedback, the more the problem will take root, so get in the habit of giving this sort of feedback as soon as you can.” I especially found the chapter on corrective feedback useful. The book focuses on nonprofit challenges, providing specific advice on structuring accountability and success measures within nonprofit settings. Managing to Change the World (Alison Green and Jerry Hauser)Ī soup-to-nuts tools refresher on all-things management, including managing the work, people, and yourself. How? By understanding that employees are driven by managers who provide opportunities to make a difference, match individual strengths with success, and map mission goals to career aspirations.Īs a bonus, the book provides access to the CliftonStrengths assessment tool to help you determine your top five strengths as a manager, and areas that need improvement.ĥ. Managers drive success, Gallup finds, by managers who can bring multiple teams together and motivate employees to make great decisions. It’s the Manager (Jim Clifton and Jim Harter from Gallup)Ī global Gallup study informs this book’s lessons. But the main thrust of the book is creating achievable milestones and building a model of success from day one.Ĥ. hAnd he points out traps to avoid, such as only sticking with what you know, always having “the” answer, and attempting to do too much. Watkins provides a framework for making transitions, including taking on a new role as a consultant. It’s imperative to make a splash with early wins in the first 90 days in what he calls “the fuzzy front-end.” “Transitions are critical times,” Watkins writes. While professionals work hard to build business skills, expertise and networks, “seldom do they give enough thought to creating trust relationships with clients,” the authors say. If Flawless Consulting is the bible, The Trusted Advisor is the blueprint to building solid relationships of trust with clients and how to put trust to work through credibility, reliability, and intimacy. Instead, Block advocates “strength-based” approaches, “seeing what gifts are there and where capacities lie.”Ģ.
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