Motivation (Anglais) CD – Livre audio, CD, Version intégrale
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Présentation de l'éditeur
In Motivation, success expert Brian Tracy draws on his decades of experience bringing out the best in others to provide 21 of the fastest, most powerful methods ever discovered for increasing the effectiveness of any individual or group.
Quatrième de couverture
One of your most important responsibilities as a manager is to motivate your employees to do their absolute best. Managers who create rewarding, high-energy environments reduce turnover while dramatically increasing productivity and quality.
In Motivation, success expert Brian Tracy draws on decades of experience to provide 21 fast and powerful methods for increasing the effectiveness of any individual or group. He reveals how to:
• Ensure employees feel passionate about what they do
• Challenge them with tasks that let them stretch
• Satisfy their need to feel both independent and part of a whole
• Reduce their fear of failure and increase their desire to try
• Remove obstacles that hold them back
• Provide the feedback they need to succeed
• And much more!--Ce texte fait référence à l'édition Relié .
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Commentaires client les plus utiles sur Amazon.com (beta)
Although there isn't a lot of new information in this book (how often is there new information in this field?) It is excellently packaged and right on the money. He focuses a fair amount on the fact that removing demotivators is as, perhaps even more important than, providing motivation. The book is a series of short chapters, each covering one theme or concept, and each one ends with a couple of action steps to be taken and ideas for how to apply the concept. It isn't a rousing read, but rather a short, to the point, directed methodology to help make you a better manager.
If you currently have employees, or just hope to some day, I highly recommend reading this book.
(Rule of 3s, Pareto Principle (80/20 Rule, etc.) He also mentioned concepts similar to the book Drive (mastery, autonomy, & purpose).
While I am a huge fan of Brian Tracy, there is too many familiar concepts, rather than fresh concepts.
From: Dan Beaulieu
Motivation (This is part of the Brian Tracy Success Library)
By Brian Tracy
Copyright 2013 by AMACOM Press
Price $9.95/ 122 Pages with index
This is one of those books so filled with common sense basics that you just have to keep it around to if for nothing else than to knock yourself over the head with when you forget how to be a good manage. But don't worry it's just a little hand book so you won't hurt yourself too much.
The old adage good things come in small packages readily applies to this book, the latest in Brian Tracy's very successful Success Library.
Everything you need to help you to motivate your people is right here in this little book.
How about this for a dose of kitchen table logic? People who are the happiest and most successful in their jobs claim it is because they know exactly what is expected of them. The most common answer when people described their best was, "I always knew exactly what was expected of me." Of course you were, people love to know what is expected of them and then they know exactly what to do.
Here is another one from the book. This one is about starting them out strong. Tracy points out that we all tend to start off new people very slowly, trying to pace them with what we think they can handle; but Tracy says this is a mistake because if you start them slow they will stay slow, that is the pace that you set forever. Instead you need to challenge them, give them a little more than they can handle at the beginning and the good ones will rise to the challenge.
When it comes to hiring, Tracy adheres to the SWAN principle which is really:
S. for Smart, Hire smart people.
W. for Work Hard, look for people who are willing to work hard.
A, for Ambition, of course hire people who are ambitious and want to get ahead
N. for Nice, yes hire nice people, pleasant people, people who are fun to be around and fun to work with.
He claims and I agree with him wholeheartedly that if you follow the SWAN principle of hiring you will always do well.
There is not enough space here to touch on many more examples of the logical advice that Tracy has jammed into this little yellow book so I'll just hit on a list of subjects very quickly:
* Communicate: set clear expectations.
* Install Management by values.
* The three R's of interviewing, these are worth the price of the book by themselves.
* Management by exception
* Create motivational magic. Yep that's the best chapter in the book
And then there is the added bonus of some neat little exercises at the end of each chapter that will get your mind running and your blood flowing.
This is an exceptional little book and one that you should not do without. For the price of two cups at Starbucks you can change your management career for the better. I guarantee it.
Here in Dallas near the downtown area, we have a Farmer's Market at which several merchants offer slices of fresh fruit as samples. In that spirit, I now offer a few "slices" from Tracy's book. First, two suggestions to improve participative management (Page 33):
"Take the time to actively engage employees in their work by sharing, discussing, and encouraging each employee to participate with you in determining the best way to perform the given task or achieve the given goal."
"Seek every way to have employees accept personal ownership of the job by asking questions, encouraging them, and listening to them when they want to talk. The more they can discuss the work with you, the more committed they will be to doing the job and doing it well."
Next, The Seven Parts of the Brainstorming Process (Pages 89-91):
1. Choose an optimum group size: The ideal group size is 4-7 people.
2. Select both a leader for the table and a recorder: The leader keeps the discussion moving on track; the recorder documents the discussion.
3. Set a specific time limit for the session: Preferably, 15-45 minutes.
4. Define one specific problem to solve or one question to answer: Then focus on doing that.
5. Focus initially on the quantity rather than the quality of ideas: Prune and refine later.
6. Suspend all judgment: Concentrate on generating ideas, period.
7. Gather all ideas for evaluation later: Eliminate duplications; treat all other ideas equally.
In this small but substantial book, experienced managers will find dozens of helpful reminders; less experienced managers and those preparing for a business career will find valuable information, insights, and advice that will help them to improve their own performance as well as another's.
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