Key Management Development Models 70+ tools for developing yourself and managing others

by Cotton, David

• ISBN13: 9781292093222
• ISBN10: 1292093226
• Edition: 1st
• Format: Paperback
• Copyright: 2015-11-05
• Publisher: FT Press

Summary

‘A very practical, engaging guide to the essential tools which managers at all levels need to be effective themselves and to develop others. Highly recommended.’

Stuart Chambers, former CEO of Pilkington plc

 

 

Key Management Development Models gives you, at a glance, instant access to a full range of the best models available for developing your management skills and helping others to work and perform at their peak.

 

 

For anyone seeking to develop their management skills it can be hard to know where to begin. Key Management Development Models explains the tools in detail – what they are and when and how to use them, with key practical tips. It’s like having your very own management development coach on hand explaining all the tools that you will ever need to know.

 

 

EXPERT GUIDANCE FOR YOUR MANAGEMENT CAREER

Author Biography

David Cotton spent 21 years with Arthur Andersen & PwC before becoming a freelance trainer. He's worked in 40 countries and his clients include the European Parliament, European Commission, UN, BBC, Syrian Ministry for Foreign Affairs, Russian Federal Commission, Croatian MOD, PwC, many Middle Eastern oil & gas companies, Manchester Business School & more.

Table of Contents

About the author

Acknowledgements

Preface

Using this book

 

DEVELOPING YOURSELF

 

PART ONE Happiness   

1 Positive affirmations   

2 Positive mental attitude and content reframing

 

PART TWO Memory and recall  

3 Loci method

4 Number/rhyme method  

 

PART THREE Motivation 

5 Maslow’s hierarchy of needs   

6 Glasser’s choice theory   

7 Pink’s model of motivation

 

PART FOUR Personal change  

8 Cognitive restructuring  

9 The Secret/law of attraction (Byrne)   

10 Seven habits of highly effective people (Covey)   

 

PART FIVE Problem solving and decision making

11 Force field analysis   

12 Is/is not problem-solving technique  

13 Ladder of inference (Argyris)

14 OODA loop  

15 Polarity management   

16 Vroom–Yetton–Jago decision model

 

PART SIX Resilience  

17 Kobasa and 'hardiness'

 

PART SEVEN Self-awareness  

18 360° feedback  

19 Emotional intelligence

20 Johari window

21 Multiple intelligences   

 

PART EIGHT Self-confidence and stress management  

22 Anchoring a calm state

23 Meditation

24 Mindfulness  

 

PART NINE Time management, concentration and focus

25 Covey’s time matrix (Eisenhower)   

26 Getting things done (Allen)  

27 Wheel of life

 

PART TEN Learning  

28 Accelerated learning

29 Benziger’s thinking styles assessment

30 Kolb/Honey and Mumford learning styles   

 

PART ELEVEN Listening skills

31 Active listening   

32 Critical listening  

33 Relationship listening   

 

MANAGING OTHERS

 

PART TWELVE Assertiveness   

34 The broken record 

35 Fogging   

 

PART THIRTEEN Coaching   

36 CLEAR model (Hawkins)

37 GROW model (Whitmore et al.)

38 Solution-focused coaching (OSKAR)

 

PART FOURTEEN Communication   

39 DISC

40 Matching and mirroring  

41 Storytelling   

42 VAK (visual, auditory, kinaesthetic)   

 

PART FIFTEEN Conflict management  

43 Betari Box

44 Thomas–Kilmann conflict mode instrument

 

PART SIXTEEN Creativity   

45 Brain-friendly brainstorming   

46 Challenging assumptions  

47 PMI (plus, minus, interesting)

48 Random word technique  

49 SCAMPER   

 

PART SEVENTEEN Giving feedback   

50 EEC Model   

51 EENC  

 

PART EIGHTEEN Goal setting  

52 Locke and Latham’s five principles

53 Reticular activating system   

54 SMART goals  

55 CASE – behavioural objectives  

 

PART NINETEEN Influence and persuasion

56 4Ps of persuasion  

57 Bilateral brain theory   

58 Embedded commands

59 Locus of control (Weiner’s attribution theory)

60 Positive language  

61 Spheres of influence

 

PART TWENTY Leadership   

62 Action-centred leadership 

63 Covert leadership  

64 Leadership styles  

 

PART TWENTY-ONE Negotiation  

65 Distributive bargaining (adversarial model)  

66 Integrative bargaining  

67 Harvard principled negotiation  

68 RADPAC 

 

PART TWENTY-TWO Presentation

69 INTRO

 

PART TWENTY-THREE Relationships

70 The four agreements (Ruiz)   

71 Rapport building

72 Transactional analysis

 

PART TWENTY-FOUR  Teamwork  

73 Sigmoid curve  

74 Tick-box and high-performance teams

75 Extended Tuckman teamwork theory  

 

Index