book

Harvard Business Review Guides Ultimate Boxed Set (16 Books)

Name: Harvard Business Review Guides Ultimate Boxed Set (16 Books)
ISBN: 9781633697829

by Harvard Business Review, Nancy Duarte, Bryan A. Garner, Mary Shapiro, Jeff Weiss

February 2019

Beginner

3520 pages

50h 49m

English

Harvard Business Review Press

Read now

Unlock full access

Contents
HBR Guide to Emotional Intelligence
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Section One: What Is Emotional Intelligence?
1. Leading by Feel

2. Do You Lead with Emotional Intelligence?
Section Two: Self-Awareness: Understand Your Emotions, Know Your Behaviors
3. You Can’t Manage Emotions Without Knowing What They Really Are
4. A Vocabulary for Your Emotions
5. Are You Sure You Show Respect?
Section Three: Manage Your Emotions
6. Make Your Emotions Work for You
7. Defuse a Challenging Interaction
8. Stay Grounded in Stressful Moments
9. Recovering from an Emotional Outburst
Section Four: Everyday Emotional Intelligence
10. Writing Resonant Emails
11. Running Powerful Meetings
12. Giving Difficult Feedback
13. Making Smart Decisions
14. An Emotional Strategy for Negotiations
15. Working Across Cultures
Section Five: Dealing with Difficult People
16. Make Your Enemies Your Allies
17. How to Deal with a Passive-Aggressive Colleague
18. What to Do If You’re a Toxic Handler
Section Six: Understand Empathy
19. What Is Empathy?
20. Beyond Empathy: The Power of Compassion
Section Seven: Build Your Resilience
21. Resilience in the Moment
22. Cultivate Resilience in Tough Times
23. Practice Self-Compassion
24. Don’t Endure; Recharge
25. How Resilient Are You?
Section Eight: Developing Emotional Intelligence on Your Team
26. How to Help Someone Develop Emotional Intelligence
27. Handling Emotional Outbursts on Your Team Watch for facts, emotions, and values.
28. How to Manage Your Emotional Culture
Index
HBR Guide to Managing Up and Across
Harvard Business Review Guides
Title Page
Copyright
What You'll Learn
Contents
Section 1: Managing Up
Managing Your Boss
Winning Over Your New Boss
Steps for Presenting Problems or Opportunities to Your Boss
Manage Up with Your Mentor's Guidance
Change the Way You Persuade
Get to Know Your Boss's Boss
How to Make Your Boss Look Good--Without Becoming a Sycophant
Stop Being Micromanaged
Dealing with Your Incompetent Boss
Coping with a Conflict-Averse Boss
How to Give Your Boss Feedback
Managing Multiple Bosses
Section 2: Managing Across
What Makes a Leader?
The Discipline of Teams
Managing Remote Relationships
A Smarter Way to Network
How to Deal with Office Politics
Make Your Enemies Your Allies
The Necessary Art of Persuasion
Three Ways Not to Persuade
Harnessing the Science of Persuasion
How to Get Your Colleagues' Attention
Collaborating Across Generations
When the Direct Approach Backfires, Try Indirect Influence
Index
HBR Guide to Finance Basics for Managers
Half Title page
Harvard Business Review Guides
Title Page
Copyright
What You'll Learn
Contents
Section 1. Finance Basics: Don't Be Afraid
Finance Quiz
The Key Financial Statements
The Fundamental Laws of Business
Section 2. Making Good Decisions-and Moving Those Numbers
Using Statements to Measure Financial Health
Grow Your Profits by Streamlining Your Business
Working Your Assets to Boost Your Growth
Profit ≠ Cash (and You Need Both)
Why Cash Matters
Your Balance Sheet Levers
What's Your Working Capital Model? A Case Study
Learn to Speak the Language of Roi
Practical Tools for Management Decisions
Section 3. The Limits of Financial Data
What the Financial Statements Don't Tell You
The Five Traps of Performance Measurement
Finance Quiz
Glossary
Index
Smart Advice and Inspiration
HBR Guide to Performance Management
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Introduction: Performance Management for a New Age of WorkWhat changes to the process mean for you as a manager.
Section One: Goal Setting
1. The Characteristics of Effective Goals
2. Define Employee Goals—and Decide How They’re Measured
3. Collaborate with Your Employee to Create a Plan for Moving Forward
Section Two: Ongoing Performance Management
4. Assessing Performance Isn’t a Onetime Event
5. Make a Habit of Providing Feedback
6. Coach Your Employees to Close Performance Gaps
7. How to Keep Your Employees Motivated
Section Three: Developing Employees
8. Understand Your Employee’s Wants and Needs
9. Expand Your Employee’s Skill Sets
10. Craft a Development Plan
11. How to Develop Someone Who’s Struggling
Section Four: Formal Performance Reviews
12. The Case Against (and for) Annual Appraisals
13. Assess Performance, but Rethink Ratings
14. How to Conduct the Review Conversation
15. Define New Goals for a New Cycle
Section Five: Tough Topics
16. Responding to the Steady Worker
17. Preventing Burnout on Your Team
18. Managing the Performance of Remote Employees
Sources
Index
HBR Guide to Project Management
Harvard Business Review Guides
Title Page
Copyright
What You'll Learn
Table of Contents
Overview
1. The Four Phases of Project Management
2. The Cast of Characters
Phase 1: Planning
3. A Written Charter
4. Dealing with a Project's "Fuzzy Front End"
5. Performing a Project Premortem
6. Will Project Creep Cost You--or Create Value?
Phase 2: Build-up
7. Setting Priorities Before Starting Your Project
8. Boost Productivity with Time-Boxing
9. Scheduling the Work
10. HBR Case Study: A Rush to Failure?
11. Getting Your Project Off on the Right Foot
12. The Discipline of Teams
Phase 3: Implementation
13. Effective Project Meetings
14. The Adaptive Approach to Project Management
15. Why Good Projects Fail Anyway
16. Monitoring and Controlling Your Project
17. Managing People Problems on Your Team
18. The Tools of Cooperation and Change
19. Don't Throw Good Money (or Time) After Bad
Phase 4: Closeout
20. Handing off Authority and Control
21. Capturing Lessons Learned
Glossary
Index
More Books from Harvard Business Review
HBR Guide to Dealing with Conflict
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Preface
Introduction: A Practical Plan for Dealing with Conflict
Section One: Preparing for Conflict Before It Happens
1. Types of Conflict
2. Your Options for Handling Conflict
3. Recognize Your Natural Tendency
Section Two: Managing a Conflict
4. Assess the Situation
5. Get Ready for the Conversation
6. Have a Productive Conversation
Section Three: Resolving a Conflict
7. Get to a Resolution and Make a Plan
8. Repair the Relationship
9. Navigate Common Situations
Sources
Featured Experts
Index
About the Author
HBR Guide to Delivering Effective Feedback
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
Contents
Section 1: Ongoing Feedback
1. Giving Effective Feedback
2. Sometimes Negative Feedback Is Best
3. Giving Feedback That Sticks
4. A Better Way to Deliver Bad News
5. The Set-Up-to-Fail Syndrome
6. How to Give Feedback That Helps People Grow
7. Recognize Good Work in a Meaningful Way
Section 2: Formal Performance Appraisals
8. Delivering an Effective Performance Review
9. Managing Performance When It’s Hard to Measure
10. Stop Worrying About Your Employee’s Weaknesses
11. How to Set and Support Employee Goals
12. When to Grant a Promotion or Raise
13. Tips for Record Keeping
Section 3: Tough Topics
14. How to Help an Underperformer
15. Delivering Criticism to a Defensive Employee
16. How to Give Star Performers Productive Feedback
17. Prioritizing Feedback—Even When Time Is Short
18. Navigating the Choppy Waters of Cross-Cultural Feedback
19. How to Discuss Performance with Your Team
Index
HBR Guide to Coaching Employees
Title Page
Copyright
What You’ll Learn
Contents
Introduction: Why Coach?
Section 1: Preparing to Coach Your Employees
1. Shift Your Thinking to Coach Effectively
2. Set the Stage to Stimulate Growth
3. Earn Your Employees’ Trust
Section 2: Coaching Your Employees
4. Holding a Coaching Session
5. Following Up After a Coaching Session
6. Giving Feedback That Sticks
7. Enlist Knowledge Coaches
8. Coaching Effectively in Less Time
9. Help People Help Themselves
10. Avoid Common Coaching Mistakes
Section 3: Customize Your Coaching
11. Tailor Your Coaching to People’s Learning Styles
12. Coaching Your Stars, Steadies, and Strugglers
13. Coaching Your Rookie Managers
14. Coaching Rising Managers to Emotional Maturity
15. Coaching Teams
Index
HBR Guide to Getting the Right Work Done
Harvard Business Review Guides
The titles include:
HBR Guide to
Getting theRight Work Done
What You’ll Learn
Contents
Section 1
Get Started
Chapter 1
You Can’t Get It All Doneby Peter BregmanScore yourselfGuide to scores
Chapter 2
Nine Things Successful People Do Differentlyby Heidi Grant Halvorson1. Get Specific2. Seize the Moment to Act on Your Goals3. Know Exactly How Far You Have Left to Go4. Be a Realistic Optimist5. Focus on Getting Better, Rather Than Being Good6. Have Grit7. Build Your Willpower Muscle8. Don’t Tempt Fate9. Focus on What You Will Do, Not What You Won’t Do
Chapter 3
Being More ProductiveAn Interview with David Allen and Tony Schwartzby Daniel McGinn
Section 2
Prioritize Your Work
Chapter 4
Get a Raise by Getting the Right Work Doneby Peter Bregman
Chapter 5
The Worth-Your-Time Testby Peter Bregman
Chapter 6
Say Yes to Saying Noby Alexandra SamuelSet your intentionsPrioritize your commitmentsMake it easy to say “no”Make “no” your default answer
Section 3
Organize Your Time
Chapter 7
A Practical Plan for When You Feel Overwhelmedby Peter Bregman
Chapter 8
Stop Procrastinating—Nowby Amy Gallo1. Figure Out What’s Holding You Back2. Set Deadlines3. Increase the Rewards4. Involve Others5. Get in the Habit
Chapter 9
Don’t Let Long-Term Projects Become Last-Minute Panicby Peter BregmanAcknowledge your fearShare your fearRound up the tools you needLower your expectationsMake it a priorityBreak the work into smaller pieces, and set deadlines
Chapter 10
Stop Multitaskingby Peter BregmanTurn off interruptionsPrioritizeUse your loss of patience to your advantage
Chapter 11
How to Stay Focused on What’s Importantby Gina TrapaniChoose three important tasks to complete each dayTurn off your e-mailSet up a weekly 20-minute meeting with yourself
Chapter 12
To-Do Lists That Workby Gina Trapani
Chapter 13
How to Tackle Your To-Do Listby Peter Bregman
Chapter 14
Reward Yourself for Doing Dreaded Tasksby Alexandra SamuelRegenerativeProductiveConcurrentCumulative
Section 4
Delegate Effectively
Chapter 15
Management TimeWho’s Got the Monkey?THE IDEA IN BRIEFTHE IDEA IN PRACTICEMake Appointments to Deal with MonkeysSpecify Level of InitiativeAgree on a Status UpdateDevelop Employees’ SkillsFoster TrustWhere Is the Monkey?MAKING TIME FOR GORILLASWho Is Working for Whom?Getting Rid of the MonkeysTransferring the InitiativeTHE DELEGATION CHECKLISTTIPS FOR DELEGATING EFFECTIVELYThe Care and Feeding of MonkeysRule 1Rule 2Rule 3Rule 4Rule 5
Chapter 16
Levels of Delegationby Linda A. Hill and Kent LinebackDelegation level 1 Low delegation—high controlDelegation level 2 Moderate delegation—moderate controlDelegation level 3 High delegation—low control
Section 5
Create Rituals
Chapter 17
RitualHow to Get Important Work Doneby Tony Schwartz
Chapter 18
Power Through Your Day in 90-Minute Cyclesby Tony Schwartz
Chapter 19
An 18-Minute Plan for Managing Your Dayby Peter Bregman
Chapter 20
Use a 10-Minute Diary to Stay on Trackby Teresa Amabile and Steven Kramer
Section 6
Renew Your Energy
Chapter 21
How to Accomplish More by Doing Lessby Tony Schwartz
Chapter 22
Manage Your Energy, Not Your TimeTHE IDEA IN BRIEFTHE IDEA IN PRACTICEPhysical EnergyEmotional EnergyMental EnergySpiritual EnergyAre You Headed for an Energy Crisis?BodyEmotionsMindSpiritHow Is Your Overall Energy?Guide to energy scoresWhat Do You Need to Work On?Guide to category scores
Chapter 23
Why Great Performers Sleep Moreby Tony SchwartzHow Much Sleep Do You Need?WHAT PEOPLE ARE SAYING ON HBR.ORGHow to Get More Sleep
Section 7:
Take Control of Your E-mail
Chapter 24
Simplify Your E-mailby Gina TrapaniClear Out Your In-BoxSet Up Just Three FoldersMaintain Your New System
Chapter 25
Eight E-mail Overload Experimentsby Alexandra Samuel
Section 8
Maintain Your New Approach
Chapter 26
Sustaining Your Productivity Systemby Alexandra Samuel
Section 9
Explore Further
Chapter 27
More Productivity Books to Exploreby Ilan Mochari
The Seven Habits of Highly Effective People, by Stephen R. Covey
Ideal if you:Not ideal if you:
Organizing from the Inside Out, by Julie Morgenstern
Ideal if you:Not ideal if you:
Getting Things Done, by David Allen
Ideal if you:Not ideal if you:
Chapter 28
Productivity Apps and ToolsManage Your ScheduleMake Your ListsManage Your RemindersManage Your FilesManage Your Social Media
Index
ABCDEFGHILMNOPRSTUVW
Notes
Notes
Notes
Notes
Notes
Notes
Notes
Notes
Notes
Notes
Notes
HBR Guide to Negotiating
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Introduction: Negotiation is about creativity, not compromise.
1. The Seven Elements Tool: Carefully define your measure of success.
Section 1: Before You Get in the Room: The best negotiator is the most prepared one
2. Question Your Assumptions About the Negotiation: Develop new, more empowering expectations.
3. Prepare the Substance: Understand interests, brainstorm options, research standards, and consider alternatives.
4. Prepare the Process: Plan how you will work and communicate with the other party.
5. Connect in Advance: Agree on the process and who’s involved.
Section 2: In the Room: Power comes from negotiating with discipline
6. Begin the Negotiation: Establish how you’ll work together.
7. Create and Refine Your Options: Make the most of your time together.
8. Select the Right Outcome: Narrow in on a workable solution and commit with care.
9. Continuously Adapt Your Approach: Be prepared to change course.
Section 3: The Common Challenges: Tools and techniques you can use in specific situations
10. Align Multiple Parties: Avoid inefficiency and chaos.
11. Tame the Hard Bargainer: Shift the conversation.
12. When Communication Breaks Down: Build understanding.
13. When Emotions Get in the Way: Go from boiling to cool.
Section 4: Postgame: Careful review drives learning and improvement
14. Wrap Up the Negotiation: Know when you’re done, and communicate the final decisions.
15. Review What Happened: Use “lessons learned” today for improvement tomorrow.
Learn More
Index
About the Author
Back Cover
HBR Guide to Leading Teams
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Introduction
Section 1: Build Your Team’s Infrastructure
1. Pull Together a Winning Team
2. Get to Know One Another
3. Establish Your Team’s Goals
4. Agree on Individuals’ Roles
5. Agree on Rules of Conduct
6. Set the Stage for Accountability
7. Commit to a Team Contract
Section 2: Manage Your Team
8. Make Optimal Team Decisions
9. Hold People Accountable
10. Give People Recognition
11. Resolve Conflicts Constructively
12. Welcome New Members
13. Manage Outside the Team
Section 3: Close Out Your Team
14. Deliver the Goods
15. Learn from Your Team’s Experiences
Appendix A: Rules Inventory
Appendix B: Cultural Audit
Appendix C: Team Contract
Index
About the Author
HBR Guide to Building Your Business Case
Series Page
Title Page
Copyright
What You’ll Learn
Contents
Introduction
Section 1: Prepare
1. Know the Basics of Making a Case
2. Learn How Your Company Evaluates Cases
Section 2: Get to Know Your Audience
3. Figure Out Who’s Calling the Shots
4. Understand Your Audience’s Objectives
Section 3: Build the Case
5. Clarify the Need
6. Build a Cross-Functional Team
7. Consider Alternatives
8. Think Through the “How” at a High Level
Section 4: Crunch the Numbers
9. Estimate Costs and Benefits
10. Calculate ROI
11. Account for Risks
Section 5: Present Your Case and Move Forward
12. Prepare Your Document
13. Shop Your Case Around
14. Are You Ready to Present?
15. Make Your Pitch
16. Get to a Decision
17. What Next?
Appendix A: Avoid Common Mistakes
Appendix B: How to Give a Killer Presentation
Glossary
Index
About the Authors
HBR Guide to Better Business Writing
Harvard Business Review Guides
Other Books by Bryan A. Garner
Title Page
Copyright
Dedication
What You'll Learn
Table of Contents
Introduction: Why you need to write well
Section 1: Delivering the Goods Quickly and Clearly
1. Know why you're writing
2. Understand your readers
3. Divide the writing process into four separate tasks
4. Before writing in earnest, jot down your three main points--in complete sentences
5. Write in full--rapidly
6. Improve what you've written
7. Use graphics to illustrate and clarify
Section 2: Developing Your Skills
8. Be relentlessly clear
9. Learn to summarize--accurately
10. Waste no words
11. Be plain-spoken: Avoid bizspeak
12. Use chronology when giving a factual account
13. Be a stickler for continuity
14. Learn the basics of correct grammar
15. Get feedback on your drafts from colleagues
Section 3: Avoiding the Quirks That Turn Readers Off
16. Don't anesthetize your readers
17. Watch your tone
Section 4: Common Forms of Business Writing
18. E-mails
19. Business Letters
20. Memos and Reports
21. Performance Appraisals
Appendixes
A. A Checklist for the Four Stages of Writing
B. A Dozen Grammatical Rules You Absolutely Need to Know
C. A Dozen Punctuation Rules You Absolutely Need to Know
D. Common Usage Gaffes
E. Some Dos and Don'ts of Business-Writing Etiquette
F. A Primer of Good Usage
Desk References
Index
Acknowledgments
About the Author
More Books from Harvard Business Review
HBR Guide to Persuasive Presentations
Harvard Business Review Guides
Title Page
Copyright
What You'll Learn
Contents
Introduction
Section 1: Audience
Understand the Audience's Power
Segment the Audience
Present Clearly and Concisely to Senior Executives
Get to Know Your Audience
Define How You'll Change the Audience
Find Common Ground
Section 2: Message
Define Your Big Idea
Generate Content to Support the Big Idea
Anticipate Resistance
Amplify Your Message Through Contrast
Build an Effective Call to Action
Choose Your Best Ideas
Organize Your Thoughts
Balance Analytical and Emotional Appeal
Lose the Jargon
Craft Sound Bites
Section 3: Story
Apply Storytelling Principles
Create a Solid Structure
Craft the Beginning
Develop the Middle
Make the Ending Powerful
Add Emotional Texture
Use Metaphors as Your Glue
Create Something They'll Always Remember
Section 4: Media
Choose the Right Vehicle for Your Message
Make the Most of Slide Software
Determine the Right Length for Your Presentation
Persuade Beyond the Stage
Share the Stage
Section 5: Slides
Think Like a Designer
Create Slides People Can "Get" in Three Seconds
Choose the Right Type of Slide
Storyboard One Idea per Slide
Avoid Visual Clichés
Arrange Slide Elements with Care
Clarify the Data
Turn Words into Diagrams
Use the Right Number of Slides
Know When to Animate
Section 6: Delivery
Rehearse Your Material Well
Know the Venue and Schedule
Anticipate Technology Glitches
Manage Your Stage Fright
Set the Right Tone for Your Talk
Be Yourself
Communicate with Your Body
Communicate with Your Voice
Make Your Stories Come to Life
Work Effectively with Your Interpreter
Get the Most out of Your Q&A
Build Trust with a Remote Audience
Keep Remote Listeners Interested
Keep Your Remote Presentation Running Smoothly
Section 7: Impact
Build Relationships Through Social Media
Spread Your Ideas with Social Media
Gauge Whether You've Connected with People
Follow Up After Your Talk
Index
About the Author
HBR Guide to Data Analytics for Managers
Harvard Business Review Guides
Title Page
HBR Press Quantity Sales Discounts
Copyright
What You’ll Learn
Contents
Introduction
Section One. Getting Started
1. Keep Up with Your Quants
2. A Simple Exercise to Help You Think Like a Data Scientist
Section Two. Gather the Right Information
3. Do You Need All That Data?
4. How to Ask Your Data Scientists for Data and Analytics
5. How to Design a Business Experiment
6. Know the Difference Between Your Data and Your Metrics
7. The Fundamentals of A/B Testing
8. Can Your Data Be Trusted?
Section Three. Analyze the Data
9. A Predictive Analytics Primer
10. Understanding Regression Analysis
11. When to Act On a Correlation, and When Not To
12. Can Machine Learning Solve Your Business Problem?
13. A Refresher on Statistical Significance
14. Linear Thinking in a Nonlinear World
15. Pitfalls of Data-Driven Decisions
16. Don’t Let Your Analytics Cheat the Truth
Section Four. Communicate Your Findings
17. Data Is Worthless If You Don’t Communicate It
18. When Data Visualization Works—and When It Doesn’t
19. How to Make Charts That Pop and Persuade
20. Why It’s So Hard for Us to Communicate Uncertainty
21. Responding to Someone Who Challenges Your Data
22. Decisions Don’t Start with Data
Appendix: Data Scientist: The Sexiest Job of the 21st Century
Index
HBR Guide to Making Every Meeting Matter
Series Page
Title Page
HBR Press Quantity Sales Discounts
Copyright
Contents
Preface: The Condensed Guide to Running Meetings
Section One. Prepare
1. Do You Really Need to Hold That Meeting?
2. Stop Calling Every Conversation a “Meeting”
3. If You Can’t Say What Your Meeting Will Accomplish, You Shouldn’t Have It
4. How to Design an Agenda for an Effective Meeting
5. The Key to Shorter, Better Meetings
6. The 50-Minute Meeting
7. The Magic of 30-Minute Meetings
8. Meetings Need a Shot Clock
9. Are There Too Many People in Your Meeting?
Section Two. Conduct
10. Before a Meeting, Tell Your Team That Silence Denotes Agreement
11. Establish Ground Rules
12. Reach Group Decisions During Meetings
13. The Right Way to Cut People Off in Meetings
14. Dealing with People Who Derail Meetings
15. Refocus a Meeting After Someone Interrupts
Section Three. Participate
16. Polite Ways to Decline a Meeting Invitation
17. How to Interject in a Meeting
18. Stuck in a Meeting from Hell? Here’s What to Do
19. 7 Ways to Stop a Meeting from Dragging On
20. When Your Boss Is Terrible at Leading Meetings
Section Four. Close and Follow Up
21. The Right Way to End a Meeting
22. Don’t End a Meeting Without Doing These 3 Things
Section Five. Specific Types of Meetings
23. What Everyone Should Know About Running Virtual Meetings
24. How to Run a Great Virtual Meeting
25. Conduct a Meeting of People from Different Cultures
26. Making Global Meetings Work
27. Give Your Standing Meetings a Makeover
28. How to Do Walking Meetings Right
29. Stand-Up Meetings Don’t Work for Everybody
30. Leadership Summits That Work
Appendix A: Meeting Preparation Checklist
Appendix B: Sample Agendas
Appendix C: Meeting Follow-Up Checklist
Appendix D: Sample Follow-Up Memo
Appendix E: Digital Tools to Make Your Next Meeting More Productive
Index

Content preview from Harvard Business Review Guides Ultimate Boxed Set (16 Books)

Introduction: Why Coach?

Coaching is leading.

BY ED BATISTA

Section 1: PREPARING TO COACH YOUR EMPLOYEES

1. Shift Your Thinking to Coach Effectively

You’re learning right along with your employees.

BY CANDICE FRANKOVELGIA

2. Set the Stage to Stimulate Growth

A practical, concrete plan for achieving peak performance.

BY EDWARD M. HALLOWELL, MD

3. Earn Your Employees’ Trust

Build rapport so that they can hear your feedback.

BY JIM DOUGHERTY

Section 2: COACHING YOUR EMPLOYEES

4. Holding a Coaching Session

Ask questions, articulate goals, reframe challenges.

BY AMY JEN SU

5. Following Up After a Coaching Session

Monitor and adjust.

BY PAM KRULITZ AND NINA BOWMAN

6. Giving Feedback That Sticks

Prevent a fight-or-flight response. ...

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

Read now

Unlock full access

More than 5,000 organizations count on O’Reilly

O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.

Julian F.

Head of Cybersecurity

I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.

Addison B.

Field Engineer

I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.

Amir M.

Data Platform Tech Lead

I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.