20 Minutes to a Top Performer: Three Fast and Effective Conversations to Motivate, Develop, and Engage Your Employees

by Vengel, Alan

• ISBN13: 9780071629317
• ISBN10: 0071629319
• Edition: 1st
• Format: Hardcover
• Copyright: 2009-11-06
• Publisher: McGraw-Hill Education

Summary

Transform Average Employees intoPowerhouse Performers"I cannot think of a more important message and timely book.20 Minutes to a Top Performeroffers quick, simple techniques for managers toimprove their effectiveness in communicating with their teams." Steven Fine, vice president for administration,Mount Sinai Medical Center, Miami Beach, Florida"Alan has provided some of the best thinking on the issue of leadership conversations.His book offers easy-to-implement suggestions for everything your team needsto know about effective conversations!" Al Miller, VP HR, Lockheed Martin Simulation,Training and Support, Lockheed Martin"This book is essential for leaders in today's fast-paced and do-more-with-less environment." Dan Russi, VP, Customer Services, Ariba, Inc."Alan gives a how-to guide for managers of all experience levels. In twenty minutes andthree conversations, he's captured the essence of managing and leading." Ron Sacchi, director, Organizational Learning and Development, Gilead"It is great news for the business and professional community to see a book emerge withpractical tips for having intelligent interactions in traditionally sensitive areas ofcommunication. Many books promise easily used guidelinesfor a successful resultthis one delivers!" Pat Cramer, learning director, Honeywell AerospaceAbout the BookThe key to long-term organizational success isthe ability to move employees to action. Easiersaid than done, right? Not really. All it takes is threesimple 20-minute conversations.Alan Vengel has spent 25 years helping Fortune 500companies empower their employees to perform atpeak efficiency, generating measurable resultsorganization-wide. Now, in20 Minutes to a TopPerformer, Vengel shares the secret to his and hisclients' success: good old-fashioned communication.Inside, he explains how to engage youremployees through specific, focused conversations,of which there are exactly three:Coaching: Focusing on performance and feedbackMotivating: Focusing on engagement and interestsMentoring: Focusing on support and developmentVengel dissects these types of conversations toilluminate how, why, and when to initiate each one.The conversations are not meant to be technical.They won't be uncomfortable or combative. They willsimply be . . . conversations. And you'll be surprisedat how quickly you see results. Your people will becomebetter team players, take greater enjoyment intheir work, tackle problems with verve, and, in theend, contribute valuable talent to your organizationfor the long term.Managers are facing unprecedented demands to domore with lessa trend that is clearly not going toreverse in the foreseeable future. You don't need a Harvard Business School degree or expensive newtechnology to empower your workforce. All you needis the drive to make change happen.20 Minutes to a Top Performeris a blueprint to helpingyour people succeed. And when they succeed,you and the entire organization succeed.

Author Biography

Alan Vengel is the founder of Vengel.Consulting Group. The author of The Influence Edge and.Sprout!, he has taught at McGill University, USC, and UCLA.

Table of Contents

Foreword	p. vii
acknowledgments	p. xi
Introduction: Why 20 Minutes?	p. 1
The 20-Minute Coaching Conversation
Coaching that Involves and Initiates Action	p. 19
How to Use Feedback for Real Success	p. 55
Four Behaviors that Make Coaching Easy	p. 69
The 20-Minute Motivation Conversation
Motivation Matters	p. 35
Focus and Make the Conversations Real	p. 103
How to Engage Employees Through Motivation	p. 123
The 20-Minute Mentoring Conversation
Start Where They Are, Not Where You Are	p. 139
You've Got a Story-Your Life	p. 159
When to Use the 20-Minute Mentoring Conversation	p. 177
What if Nothing Works?	p. 193
Appendix
Your 20-Minute Leadership Toolbox	p. 209
Index	p. 221
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