Kim Scott – författare
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* New York Times and Wall Street Journal bestseller multiple years running* Translated into 20 languages, with more than half a million copies sold worldwide* A Hudson and Indigo Best Book of the Year* Recommended by Shona Brown, Rachel Hollis, Jeff Kinney, Daniel Pink, Sheryl Sandberg, and Gretchen RubinRadical Candor has been embraced around the world by leaders of every stripe at companies of all sizes. Now a cultural touchstone, the concept has come to be applied to a wide range of human relationships.The idea is simple: You don''t have to choose between being a pushover and a jerk. Using Radical Candor—avoiding the perils of Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy—you can be kind and clear at the same time.Kim Scott was a highly successful leader at Google before decamping to Apple, where she developed and taught a management class. Since the original publication of Radical Candor in 2017, Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company, which helps companies put the book''s philosophy into practice.Radical Candor is about caring personally and challenging directly, about soliciting criticism to improve your leadership and also providing guidance that helps others grow. It focuses on praise but doesn''t shy away from criticism—to help you love your work and the people you work with. Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:1. Create a culture of Compassionate Candor2. Build a cohesive team3. Achieve results collaborativelyRequired reading for the most successful organizations, Radical Candor has raised the bar for management practices worldwide.
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Featuring a NEW PREFACE, AFTERWORD and Radically Candid PERFORMANCE REVIEW BONUS CHAPTER, the fully revised & updated edition of Radical Candor is packed with even more guidance to help you improve your relationships at work.Radical Candor has been embraced around the world by leaders of every stripe at companies of all sizes. Now a cultural touchstone, the concept has come to be applied to a wide range of human relationships.The idea is simple: You don''t have to choose between being a pushover and a jerk. Using Radical Candor—avoiding the perils of Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy—you can be kind and clear at the same time.Kim Scott was a highly successful leader at Google before decamping to Apple, where she developed and taught a management class. Since the original publication of Radical Candor in 2017, Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company, which helps companies put the book''s philosophy into practice.Radical Candor is about caring personally and challenging directly, about soliciting criticism to improve your leadership and also providing guidance that helps others grow. It focuses on praise but doesn''t shy away from criticism—to help you love your work and the people you work with. Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:1. Create a culture of Compassionate Candor2. Build a cohesive team3. Achieve results collaborativelyRequired reading for the most successful organizations, Radical Candor has raised the bar for management practices worldwide.
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How to be respectful and respected at work—from the author of the revolutionary bestseller Radical Candor.We CAN create cultures where everyone does the best work of their lives and enjoys working together. Radical Respect offers a simple framework that helps us identify what gets in the way of that—and practical, tactical tips for how to get back on track. Candid stories from Scott’s career make it a memorable read.Previously published as Just Work and now substantially revised and updated, Radical Respect starts from a simple point of departure: organizations that optimize for collaboration and honor everyone’s individuality are more successful, joyful places to work.What moves us away from Radical Respect? Scott offers a "toxonomy" that breaks down a problem that often feels monolithic into its component parts. Once we break a problem down, we can more easily identify solutions.No matter what your role is, this is the essential guide for helping to create the kind of workplace where you and those around you can thrive.
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This program includes a bonus conversation with Kim Scott. From Kim Scott, author of the revolutionary New York Times bestseller Radical Candor, comes Just Work, a guide to recognizing, attacking, and eliminating workplace injustice and transforming our careers and organizations in the process.We—all of us—consistently exclude, underestimate, and underutilize huge numbers of people in the workforce even as we include, overestimate, and promote others, often beyond their level of competence. Not only is this immoral and unjust, it''s bad for business. Just Work is the solution.Just Work is Kim Scott''s new book, revealing a practical framework for both respecting everyone’s individuality and collaborating effectively. This is the essential guide leaders and their employees need to create more just workplaces and establish new norms of collaboration and respect.A Macmillan Audio production from St. Martin''s Press.
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Now a New York Times bestsellerThis program is read by the author. "Radical Candor is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable."--Gretchen Rubin author of New York Times bestseller The Happiness Project"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott''s insights...-will help you be a better leader and create a more effective organization."--Sheryl Sandberg author of the New York Times bestseller Lean InFrom the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it--and your obligation.Author Kim Scott was an executive at Google and then at Apple, where she developed a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity. This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues."Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people--whether it be 1 person or a 1,000--you need Radical Candor. Now."--Daniel Pink author of New York Times bestseller Drive
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Harness the power of a growth mindset.
Cultivating a positive outlook can help you and your team embrace strengths, see opportunities instead of problems, and even feel more engaged in routine tasks.
This book provides insights on how to create an environment where everyone can flourish and grow. You’ll learn about the effects of emotional contagion; how gratitude, feedback, and perspective matter; and how to establish an optimistic and innovative team culture.
This volume includes the work of:
Carol DweckEmma SeppäläShawn AchorKim ScottHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
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A show about how to kick ass at work without losing your humanityThe Radical Candor® approach—Caring Personally while Challenging Directly—can move you from a command-and-control culture to one of collaboration. Developed by Kim Scott, Radically Candid guidance is feedback that’s both kind and clear, specific and sincere.
The Radical Candor Get Stuff Done Wheel: Guide Your Team To Achieve ResultsThe Get Stuff Done Wheel has 7 steps: Listen, Clarify, Debate, Decide, Persuade, Implement, and Learn. When run effectively, the GSD Wheel will enable your team to achieve more collectively than anyone could ever dream of achieving individually.
Listen: Your team should know what the company is trying to achieve, and they likely have some of the best ideas for what your team should be achieving. First, listen to their ideas in trying to figure out which goals your team should be pursuing. If you can build a culture where people listen to one another, they will start to fix things you as the boss never even knew were broken.
Clarify: Remember that new ideas are fragile and therefore easily squished. A critical role a manager can play is to augment the voice of their team by helping the team clarify their ideas and by clarifying the manager’s understanding of the ideas.
Debate: Allowing the team time and space to publicly debate the ideas is a critical step. Guidelines for good debate include making the discussion about the ideas and not about egos. It’s about finding the best answer together, not about who won the debate.
Decide: The best bosses often do not decide themselves, but rather create a clear decision-making process that empowers people closest to the facts to make as many decisions as possible. Not only does that result in better decisions, but it also results in better morale.
Persuade: This isn’t easy, and it’s vital to get it right. Persuasion at this stage can feel unnecessary and make the decider resentful of people on the team who aren’t fully in agreement. The decider has painstakingly gone through the listen, clarify, and debate steps and made a decision. Why doesn’t everyone else get why it’s obvious we should do this—or at least be willing to fall in line? But expecting others to implement a decision without being persuaded that it’s the right thing to do is a recipe for terrible results. And don’t imagine that you can step in and simply tell everyone to get in line behind a decision, whether you have made it or somebody else has.
Implement: As the boss, part of your job is to take a lot of the “collaboration tax” on yourself so that your team can spend more time implementing. The responsibilities you have as a boss take up a tremendous amount of time. One of the hardest things about being a boss is balancing these responsibilities with the work you need to do personally in your area of expertise. Here are the four things I’ve learned about getting this balance right: Don’t waste your team’s time; keep the “dirt under your fingernails;” block time to implement and fight meeting proliferation.
Learn: By the time you’ve reached Learn—the last spot on the Get Sh*t Done Wheel—you and your team have put in a ton of work, you’ve achieved something, and you want it to be great. And it is human nature for us to become attached—often unreasonably attached—to projects we’ve invested a lot of time and energy into. It can take almost superhuman discipline to step back, acknowledge when our results could be a lot better or are simply no good, and learn from the experience.