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Appendix
“Changing Behavior”—how to advise someone regarding a gap in
skills or performance
Chapter 5
“Manage the People Managing You”—how to use the ICE model
(identify, connect, explain) with your role set
Chapter 6
“Disagree, Don’t Argue”—how to use the five building blocks of real-
ity to improve your communications
Chapter 7
“Improving Output”—how to advise others using the six forms of
overtness about task
Chapter 8
“Meeting Types—Information vs. Solution”—how to recognize and
utilize the two types of meetings
“Turbocharge Your Meetings”—how to add expected outcomes to
your meeting plans
“Group Decision Making That Works”—how to defi ne the process
for agreement in a group setting
“Solve It Once”—how to solve a problem in a solution-oriented
meeting
Chapter 9
“Stop the Drama and Do the Work”—how to recognize and avoid
the three roles of the drama triangle
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