Alan Willett – författare

SOUNDVIEW BUSINESS BOOK OF THE YEARControl freaks. Narcissists. Slackers. Cynics.  Difficult people are the worst part of a manager's job.This book turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors. It all begins with understanding a core truth: most people actually want to contribute results, not cause headaches. When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations.Whether it comes from direct reports or people above, outbursts, irrational demands, griping, and other disruptions need to be dealt with - and it's your responsibility to do it.  The second edition of this classic book for leaders has been fully revised and updated. Since its original publication, there have been dramatic changes with the move to the virtual workplace, the increase of toxic polarization and “unleadable” employees, AI impacts, and Covid-19 moving virtual/remote employees from being a minor niche to mainstream. How do leaders deal with this?  Especially, how do they find and deal with “unleadable” remote employees in their organizations. There has also been an increase in workplace toxicity for a myriad of reasons. Whatever the cause, dealing with the problem in the workplace is key. Let Leading the Unleadable show you how.

Every manager has to deal with difficult employees. However, what separates the great managers is their ability to turn them into productive team players.Control freaks. Narcissists. Slackers. Cynics. Their outbursts, irrational demands, gripes, and countless other disruptions need to be dealt with, and you are the unlucky one with that job description.This book turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors. It all begins with understanding a core truth: most people actually want to contribute results, not cause headaches. When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations.Written by tech industry expert Alan Willett, Leading the Unleadable explains how to:Master the necessary mindsetExplain the problem calmly in a short feedback sessionGet a commitment to change, then follow upCoach others to replicate the processDevelop the situational awareness required to spot future trouble before it hitsAre you a great manager? Of course you believe you are. So don’t just put up with your difficult employees. Anyone can do that.Turn them into the tremendous team players everyone wants them to be!

SOUNDVIEW BUSINESS BOOK OF THE YEAR

Every manager has to deal with difficult employees. However, what separates the great managers is their ability to turn them into productive team players.

Control freaks. Narcissists. Slackers. Cynics. Their outbursts, irrational demands, gripes, and countless other disruptions need to be dealt with, and you are the unlucky one with that job description.

This book turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors. It all begins with understanding a core truth: most people actually want to contribute results, not cause headaches. When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations.

Written by tech industry expert Alan Willett, Leading the Unleadable explains how to:

Master the necessary mindsetExplain the problem calmly in a short feedback sessionGet a commitment to change, then follow upCoach others to replicate the processDevelop the situational awareness required to spot future trouble before it hits

Are you a great manager? Of course you believe you are. So don’t just put up with your difficult employees. Anyone can do that.

Turn them into the tremendous team players everyone wants them to be!

SOUNDVIEW BUSINESS BOOK OF THE YEARControl freaks. Narcissists. Slackers. Cynics. Difficult people are the worst part of a manager's job.This book turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors. It all begins with understanding a core truth: most people actually want to contribute results, not cause headaches. When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations.Whether it comes from direct reports or people above, outbursts, irrational demands, griping, and other disruptions need to be dealt with - and it's your responsibility to do it. The second edition of this classic book for leaders has been fully revised and updated. Since its original publication, there have been dramatic changes with the move to the virtual workplace, the increase of toxic polarization and ';unleadable' employees, AI impacts, and Covid-19 moving virtual/remote employees from being a minor niche to mainstream. How do leaders deal with this? Especially, how do they find and deal with ';unleadable' remote employees in their organizations. There has also been an increase in workplace toxicity for a myriad of reasons. Whatever the cause, dealing with the problem in the workplace is key. Let Leading the Unleadable show you how.