Download Thrive on Pressure : Lead and Succeed When Times Get Tough by Graham Jones PDF

By Graham Jones

Be the chief who's Cool, Calm, and in Control--Even within the Worst of events "This ebook is a brilliant advisor for aiding you thrive on strain and use it in your advantage." -- invoice Vit, President and COO, Aon Affinity coverage companies " Thrive on strain focuses not just on theoretical aspirations, but in addition on useful measures to control and make the most of the pressures which are an inevitable a part of the job." -- Edward Dolman, Christie's foreign PLC whilst the going will get tricky, you get going! writer Graham Jones, Ph.D., whose paintings has been featured within the Harvard enterprise overview, exhibits you ways to excel while the chips are down and use strain for your virtue. together with his profitable software, you'll learn the way to:• deal with rigidity • advance powerful self-belief • increase psychological outlook • Channel motivation into tangible objectives • Refine your concentration when you've got the center to make a true distinction on your association, you're able to Thrive on strain and bring confident effects for you and your team!For greater than two decades psychologist Graham Jones, Ph.D., has labored with humans from all walks of lifestyles, aiding them achieve their high-performance degrees. he's the founding father of Lane4, a number one foreign functionality improvement consultancy with workplaces within the usa, England, and Asia. Jones lives in Princeton, NJ.

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Additional info for Thrive on Pressure : Lead and Succeed When Times Get Tough

Sample text

A polite leader enquires about peoples’ families on regular office walkabouts. This leader talks constantly about having a “nice” culture with “nice” people and “how well” the organization is doing. Employees’ questions about the direction of the organization and the objectives over the next one or two years and beyond are met with vague and, often, contradictory statements. In your face leadership creates an environment where: • Pressure is high because the emphasis on short-term performance is combined with the lack of support and a vision.

Another safe leader of a large team lacked the courage to address underperformance. He was out to please everyone around him and claimed to be playing a “messenger” role in communicating any tough decisions. I was brought in as the “bad guy” who would do his dirty deeds for him. I did not work with him for very long! Real leaders also come in different shapes and sizes. • One female managing director of a large distribution company was very clear about her nonnegotiables when it came to providing quality customer service.

If your vision emphasizes innovation in the marketplace, for example, then you must talk about how important innovation is and acknowledge and reward it when you come across it. • Challenge. Visions should always challenge and stretch organizations and the people within them. Challenge can take many forms, some of them more constructive than others! As a real leader, the most effective challenge behaviors are to remind performers of the high expectations on them, thus challenging them to think about old problems and issues in new ways, and to encourage them to work collectively rather than on their own.

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