Spending for Maximum Return

Hold anyone accountable. Master performance discussions. Get RESULTS. Broken promises, missed deadlines, poor behavior?they don't just make others' lives miserable; they can sap up to 50 percent of organizational performance and account for the vast majority of divorces. Crucial Accountability offers the tools for improving relationships in the workplace and in life and for resolving all these problems?permanently. PRAISE FOR CRUCIAL ACCOUNTABILITY : "Revolutionary ideas ... opportunities for breakthrough ..." ? Stephen R. Covey, author of The 7 Habits of Highly Effective People "Unleash the true potential of a relationship or organization and move it to the next level." ? Ken Blanchard, coauthor of The One Minute Manager "The most recommended and most effective resource in my library." ? Stacey Allerton Firth, Vice President, Human Resources, Ford of Canada "Brilliant strategies for those difficult discussions at home and in the workplace." ? Soledad O'Brien, CNN news anchor and producer "This book is the real deal.... Read it, underline it, learn from it. It's a gem." ? Mike Murray, VP Human Resources and Administration (retired), Microsoft.;Choose what and if : how to know what conversation to hold and if you should hold it -- Master my stories how to get your head right before opening your mouth -- Describe the gap : how to start an accountability conversation -- Make it motivating : how to help others want to take action -- Make it easy : how to make keeping commitments (almost) painless -- Stay focused and flexible : what to do when others get sidetracked, scream, or sulk -- Agree on a plan and follow up : how to gain commitment and move to action -- Put it all together : how to solve big, sticky, complicated problems -- The twelve "yeah-buts" : how to deal with the truly tough. Furnishes a selection of tools to help resolve controversial issues in the office and at home, including how to determine whether an issue is worth confronting, how to avoid jumping to nasty conclusions, how to decide which problems to handle and in whatorder, and how to motivate people without threats. Contents: Part one. Choose what and if : how to know what conversation to hold and if you should hold it -- Master my stories : how to get your head right before opening your mouth -- Part two. Describe the gap : how to start an accountability conversation -- Make it motivating : how to help others want to take action -- Make it easy : how to make keeping commitments (almost) painless -- Stay focused and flexible : what to do when others get sidetracked, scream, or sulk -- Part three. Move to action : what to do after an accountability conversation -- Agree on a plan and follow up : how to gain commitment and move to action -- Put it all together : how to solve big, sticky, complicated problems -- The 12 yeah-buts : how to deal with the truly tough -- Appendix A. Where do you stand? : a self-assessment for measuring your skills for holding an accountability discussion skills -- Appendix B. Six-source diagnostic questions : the Six-Source Model -- Appendix C. When things go right -- Appendix D. Discussion questions for reading groups Teaches you how to deal with common infractions such as: an employee speaks to you in an insulting tone that crosses the line between sarcasm and insubordination. This title also teaches you how to deal with violated expectations in a way that solves the problem at hand without harming the relationship - and, in fact, even strengthens it. Offering the tools for improving relationships in the workplace and in life; this book teaches you how to deal with violated expectations in a way that solves the problem at hand without harming the relationship--and; in fact; even strengthens it. -- Edited summary from book