You Can Change Other People

PETER BREGMAN is CEO of Bregman Partners and recognized as the #1 executive coach by Leading Global Coaches. He leads the Bregman Leadership Coach Training and the Bregman Leadership Intensive, ranked the #1 leadership development program by Global Gurus. He is the bestselling author of five books, including Leading with Emotional Courage and 18 Minutes, a Wall Street Journal bestseller.HOWIE JACOBSON, PHD, is Director of Coaching at Bregman Partners and Head Coach at the Healthy Minds Initiative. He is the host of the Plant Yourself podcast and contributing author of the New York Times bestseller Whole.

• A New Way to Help People (Because the Old Ways Don’t Work)Chapter 1: Brian’s $170,000,000 TurnaroundWhy It’s Important to Change Other PeopleChapter 2: The Four StepsA Quick TourChapter 3: Yes I Want That Third Bowl of Ice CreamPeople Don’t Resist Change, They Resist Being ChangedChapter 4: Whose Spreadsheet Is It Anyway?OwnershipChapter 5: Spencer Thinks He’s Helping, But He’s NotIndependent CapabilityChapter 6: If You are Willing to Feel Everything, You Can Do AnythingEmotional CourageChapter 7: Change is a Future ThingFuture-ProofingSUMMARY OF THE FOUR STEPS [COMP this is a single Section opener, please differentiate from Part openers here and in text]Step 1: Shift from Critic to AllyChapter 8: The Ramona ProblemBecome an AllyChapter 9: Be Your Own Ally FirstLet Go and Be PresentChapter 10: Then, Become Their AllyEmpathize with the Other PersonChapter 11: Silver Platter OpportunitiesPermission FormulaChapter 12: Do You Have a Minute?You Initiate the ConversationChapter 13: Hey, I’m in Charge HereThe Misguided Reliance on Positional PowerChapter 14: Pitfalls to AvoidHow to Stay on TrackStep 2: Identify an Energizing OutcomeChapter 15: No More Code, No More BugsProblems are Signposts Pointing to Energizing OutcomesChapter 16: A Higher Bar Than a Functional TeamA Demo of the Outcome StepChapter 17: PositiveTransform “Don’t Want” into “Do Want”Chapter 18: ClearA Technique for Getting to Shared ClarityChapter 19: MeaningfulGetting to What MattersStep 3: Find the Hidden OpportunityChapter 20: Become a ScientistThey’re Not Learning From You, They’re Learning With YouChapter 21: That Does Sound Exciting!A Demo of the Opportunity StepChapter 22: Explore the Problem in DepthQuestion 1: What’s Happening Now?Chapter 23: She Argues with EveryoneSeparating Data from InterpretationChapter 24: What Worked and What Didn’t?Question 2: What Have You Tried?Chapter 25: Thank Goodness for This ProblemQuestion 3: How Can the Problem Get You to the Energizing Outcome?Chapter 26: Keep Your GPS OnPitfalls to Avoid in the Opportunity StepStep 4: Create a Level-10 PlanChapter 27: Nail the LandingCraft the PlanChapter 28: Identify OptionsA Demo for the First TaskChapter 29: Let’s Put That on the List. What Else Might You Try?Tips to Help Them Identify OptionsChapter 30: ChooseA Demo for the Second TaskChapter 31: If You Did Know, What Would It Be?How to Help Them ChooseChapter 32: CommitA Demo for the Third TaskChapter 33: What, How, and When?Skyrocket Their Chances of SuccessChapter 34: You Can Change Other PeopleTaking the Four Steps into Your WorldAcknowledgmentsAbout the AuthorsIndex