Page 245 - Make Work Great

Index

off-topic discussions, 135–38 Fairness, 111, 114
somewhat diffi cult people, 131–32 Feedback
Disagreement, roots of, 136. See also Need on capability, 96
for agreement for effectiveness, 36
Discussing what you’re discussing, 135–38 for high performance, 36
Disengaged employees, 14 listening vs. asking for, 87–88
Disruptive employees, 14 for producing output, 36
Dogmatism, 142 requests for, 152
Drama triangle, 199–206 360-degree, 53
and persecutor role, 201–3 Fisher, Roger, 132
and rescuer role, 200–1 Fisher, Ron, 132
and victim role, 203–4 Flom, Edward L., 145
Flow
Early information age, 16, 17 of information, 14, 15
Effectiveness, key components of, 36 of meetings, 179–81
“Elevator pitch,” 38n. Follow-through, when mobilizing groups,
Eliot, George, 1 184–86
Emerson, Ralph Waldo, 87 Force, encouragement vs., 118
Emotional states, infl uence of, 18 Four Secrets to Liking Your Work (Muzio,
Employees Fisher, and Thomas), 27n.
advice from, 207–8 Framing of conversations, 66, 67
beginning of crystals by, 93–96 Friendship, network relationships vs.,
in early-information-age workplace, 16, 85
17 Fundamental attribution error, 5–6
equitable treatment of, 111 Funnel model, 108–9, 122
Encouragement
force vs., 118 Gage, John, 72
to “turn on” people, 36 Gandhi, Mohandas, 87, 107
Engagement Gatherings, purpose of, 174–75
of employees, 14 Goals
when giving advice, 153–54 for effectiveness, 36
Equitable treatment of employees, 111 and formation of habits, 126
Errors, highlighting, 97–98 for producing output, 36
Ethics to “turn on” people, 36
maintaining, 27–28 Group memory, 186
and mutual benefi t, 114 Groups, 173
in treatment of employees, 111 adding to crystal, 110–11
Example, teaching by, 86–87, 120. See also culture of, 7
Role-modeling mobilizing. See Mobilizing groups
Exclusivity, selectivity vs., 120–22, 129 peer pressure in, 2
Execution, for producing output, 36 Grove, Andy, 175
Expectations
of changes, 29 Habits
limiting, 141 creating/strengthening, 125–26
and persecutor role, 202 importance of, 141
of role set, 4–5, 38 overtness and clarity as, 124–27
set by managers, 131n. Hard skills, 52
Experience, advising based on, 160–62 Hock, Dee, 11
Expressing your purpose, 38–40 Honesty, 28, 53
External experts, advice from, 208 Hopeless coworkers, 128–30

224