By Douglas Walker
Compliment for A-HA! functionality ''Since I wrote selection idea decades in the past, i've got come to the realization that there's just one significant human challenge: we now have but to determine tips on how to get alongside good with one another. during this publication, Walker helps this end with humor, creativity, and nice perception. Managers who either persist with his feedback and educate them to these they deal with should be rewarded with a cheerful and ecocnomic office. And do it at much less price than the corporate is spending now.'' --William Glasser, MD, President and founder,William Glasser Institute, and writer of selection conception and fact treatment ''If ever there has been a name that completely matched the content material of a publication, this is often it. i have not skilled extra a-ha's from a booklet in my existence. one of many greatest a-ha's is that you just do not construct a prompted workforce--you have already got one! when you deal with people--and in particular in case you aspire to actually lead people--then this publication is needed analyzing. Rock-solid principles from a grasp on motivation.'' --Joe Calloway, writer of labor Like you are exhibiting Off! ''An amazingly functional and prodigiously resource to assist create and bolster a world-class revenues strength, but in addition a blueprint for larger residing often. An absolute crucial learn for all my staff, let alone family and friends individuals. i do not be aware of an individual who could not make the most of using the A-HA version. The name can be extra apropos if it have been 'Holy cow! Where's this been my entire career?''' --Robert H. Fleet, department supervisor, nationwide Builder department, national domestic Loans ''A-HA! functionality will be vital examining for each supervisor. every one bankruptcy bargains uncomplicated and compelling tools for development and handling a self-motivated staff. The practical examples awarded during the publication toughen the stairs within the A-HA version and supply the root for simple program to expert and private situations.'' --Ann Owens, vice chairman, overall Rewards administration, QUALCOMM ''Avoiding a fight-or-flight response from an worker who wishes training on enhanced functionality or habit alterations calls for the chief comprehend the employee's vested curiosity. Walker teaches the talents required to successfully create 3 wins: for the corporate, the worker, and the chief. it is a must-read for all leaders who are looking to be more adept in getting wanted functionality adjustments from their staff by way of bettering their very own nurturing, training, or mentoring abilities. i am analyzing it for the 3rd time and nonetheless gleaning extra guidance and insights. although it really is developed as a managerial self-help ebook, it is relatively an insightful, robust textbook, and as such has to be studied.'' --Ron prepare dinner, nationwide debts supervisor, 3M
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Additional info for A-HA! Performance: Building and Managing a Self-Motivated Workforce
They drive terrorists, soldiers of fortune, and mercenaries, but they also drive defenders of freedom and of homelands. They are driving our leadership, as well as driving the leaders of our current enemies. Power needs drive us to accomplish and to win. W hen power needs are harnessed, they can serve an organization well; when they run amuck, they can be the organization’s internal undoing. ” Knowing that love and power needs are both in play at all times, he helped focus people on the best ways to meet those needs for the good of the organization.
That’s why the salespeople began to believe they were better off not involving her. W hen the San Diego Office Connection sales office only had four salespeople, they all seemed to be able to work around Susan’s attitude and accommodate her lack of support. Office Connection’s headquarters were in Los Angeles and whatever management was needed came from the Los Angeles office. But once the San Diego office added new salesperson David McKennley, the owners decided they needed a local on-site sales manager.
Worse yet, the salespeople didn’t want to call into the office—even though that was part of their job. They didn’t like calling because Susan would degrade them for leaving catalogues out on the table, act incredulous that they hadn’t memorized all of their pricing, or put them on hold for way too long. Increasingly, Richard was becoming aware that something had to be done. He had a significant and growing problem; there was a major difference between the performance he wanted from Susan and the performance he was getting.