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The Resource The Catalyst Effect : 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance

The Catalyst Effect : 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance

Label
The Catalyst Effect : 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance
Title
The Catalyst Effect
Title remainder
12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance
Creator
Contributor
Subject
Language
eng
Summary
Provides a practical, research-based roadmap for developing and applying twelve key competencies to multiply an individual's impact, elevate the performance of others, and accelerate progress toward mission-oriented goals, generating greater value
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
The Catalyst Effect : 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance
Label
The Catalyst Effect : 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=5144927
Publication
Copyright
Related Contributor
Related Location
Related Agents
Related Authorities
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Front Cover -- The Catalyst Effect -- Copyright Page -- Endorsement -- Dedication -- Contents -- Acknowledgments -- Foreword -- Preface -- What Creates a Catalyst Effect? -- Introduction: Catalytic Teamwork in Action -- Multiple Catalysts Propel Performance -- Why Managers Need Catalysts Now More Than Ever -- Catalytic Leadership and Teamwork -- Becoming a Catalyst: The 12 Catalytic Competencies -- Cornerstone 1: Building Credibility -- Trust, Integrity, and Credibility: Hallmarks of a Catalyst -- 1. Acts With Integrity and Inspires Trust -- It Takes More Than Just Showing Up -- What is Integrity? What is Trust? Why Are They So Important? -- Live Your Values Consistently -- Values: The Core of Who You Are -- Identifying and Demonstrating Your Values -- Recharge Your Trust Battery -- Integrity and Trust -- Conclusion -- 2. Communicates Clearly -- Communicating across Boundaries -- The Fundamentals of Effective Communication -- Nonverbal Communication -- Active and Reflective Listening -- Asking Open-Ended and Thought-Provoking Questions -- Open-Mindedness -- Communication Objectives -- Listener or Audience Assumptions -- Storytelling -- Feedback -- Content Value versus Volume -- The Challenger Communication Disaster -- Overcoming Communication Barriers -- Overcoming Skepticism and Objections -- Addressing Conflicting and Incomplete Data -- Combatting Arrogance -- Listening -- Questioning -- Feedback -- Prevailing over Groupthink -- Conclusion -- 3. Invigorates with Optimism -- Optimism Fuels Team Success -- Impact of Optimism -- Optimism in Practice -- Invigorating with Optimism Is Applied Psychological Capital -- The Impact of Pessimism -- How the McDonaldâ{u0080}{u0099}s Crew Exemplifies Invigorating with Optimism -- Conclusion -- Cornerstone 2: Creating Cohesion -- Top Team Performance Requires Cohesion
  • What is the Purpose of a Team and What Makes It Cohesive? -- Build on Credibility to Create Cohesion -- 4. Connects Emotionally -- Empathy in Action -- The Power of Emotion -- Three Performance Challenges -- Preventing or Mitigating Performance-Suppressing Emotions -- Turning Around Performance-Suppressing Emotions -- Activating and Perpetuating Performance-Elevating Emotions -- Conclusion -- 5. Develops Camaraderie -- Camaraderie at McDonaldâ{u0080}{u0099}s -- What Creates Camaraderie? -- Common Commitment to a Purpose -- Healthy Culture -- Mutual Respect among Team Members -- Workplace Friendships -- Conclusion -- 6. Puts the Teamâ{u0080}{u0099}s Goals and the Organizationâ{u0080}{u0099}s Mission before Personal Interests -- Igniting a Movement -- The Importance of Putting Team before Self -- Self versus Other or Self and Other -- Leadership, Sacrifice, and the Greater Good -- What Is Selflessness? -- Drivers of Selflessness -- Selflessness Aimed at the New Teammate -- Conclusion -- Cornerstone 3: Generating Momentum -- Progress Requires Momentum -- Inspire to Vigorously Achieve Lofty Goals -- 7. Energizes Others to Execute with the Mission in Mind -- Cycling and Energizing toward a Goal -- Breakaway -- Drafting -- Lead-Out Train -- Team Position within the Peloton -- Taking on the Skyuka Mountain -- Energize to Elevate Performance -- Promote Pride, Confidence, Belief, and a Robust Unified Team Spirit -- Identify Whatâ{u0080}{u0099}s at Stake -- Make the Mission and Vision Personally Meaningful -- Keep the Importance of the Mission and Its Benefits Uppermost in Coworkersâ{u0080}{u0099} Minds -- Remind Others Regularly of the Personal Rewards and the Teamâ{u0080}{u0099}s Rewards that Will Come with Success -- Convey a â{u0080}{u009C}Can-Doâ{u0080}{u009D} Attitude. Catalysts Create Belief in What Is Possible -- Channel Execution -- Connect Individual and Team Goals with the Teamâ{u0080}{u0099}s Mission and Vision -- Identify Team Milestones. Chart Progress
  • Retain Focus on the Mission: Stop, Start, Continue -- Pursue a Synchronized Course of Action to Achieve Specific Outcomes -- Advocate for Taking Advantage of the Best Expertise on the Team for a Given Challenge -- Influence Discussions That Take Place Outside of Formal Meetings to Keep Teams Focused and On Course with the Mission and Vision -- Seek Fresh Perspectives on How to Invigorate, Improve, and Direct Team Performance -- Keep the Team on Track -- Conclusion -- 8. Upgrades and Rejuvenates Skills and Knowledge -- Revitalizing an Inner-City School: The Process That Created a Community of Catalysts -- Creating a Community of Catalysts -- Upgrading and Rejuvenating Our Own Skills -- Practice â{u0080}{u0094} and More Practice -- Experimentation -- Curiosity -- Team and Organizational Learning -- Practice Together -- Debriefing Sessions -- Team Problem-Solving -- Guiding and Assisting Each Other -- Experimentation -- Benchmarking and Team Best Practices -- Learning at the Organizational, Team, and Individual Levels: A Familiar Setting -- Conclusion -- 9. Leads and Follows -- Leadâ{u0080}{u00A6} Followâ{u0080}{u00A6} Leadâ{u0080}{u00A6} Followâ{u0080}{u00A6} -- Leading, Partnering, and Following -- The Art of Following -- What Makes a Good Follower? -- Conclusion -- Cornerstone 4: Amplifying Impact -- The Multiplier Effect: Success Requires Collective Commitment -- 10. Pursues Excellence -- Achieving Excellence -- How the 2014 NCAA Team Inspired Performance -- Excellence: What Does It Look Like? -- Understanding and Measuring Organizational Excellence -- The Individual Drive for Excellence -- Focus -- Passion and Commitment -- Passion and Grit -- Conclusion -- 11. Mentors and Coaches Others to Excel -- A Nurse Who Is Eager to Advance -- Managing and Supervising -- Mentoring -- Coaching -- Jenny: Reflections on Her Situation -- The Skills of Outstanding Mentors and Coaches -- Mentoring and Coaching in Practice
  • Mentoring and Coaching in Organizational Settings: What Are the Differences? -- How Intel Approaches Mentoring -- Coaching Olympic Athletes -- Coaching and Mentoring in Education -- Paying It Forward -- Conclusion -- 12. Proposes Imaginative Solutions -- Catalytic Competencies Mastered -- Spurring Creative Ideas -- The Three-Part Pattern of Imaginative Solutions -- Wise People Committees -- Imaginative Ideas in Practice: What You Can Do to Activate Creativity -- Connections with the Expertise of Others Are Key -- Connections with Outside/Non-Job Phenomena Make a Difference -- Connections with Experience and Existing Knowledge -- Connections with Trends -- Complacency Is Dangerous -- Conclusion -- Whatâ{u0080}{u0099}s Next? Assessing and Developing Catalytic Competencies -- How Catalytic Are You? -- Step 1: Assess Yourself -- Step Two: Score Your Self-Assessment -- Step Three: Determine Current Strengths and Areas for Improvement within each of the 12 Competencies -- Letâ{u0080}{u0099}s Get Started -- Instructions -- How You Work Best with Others: A Self-Reflection in Practice -- References -- About the Authors -- Index
http://library.link/vocab/cover_art
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Dimensions
unknown
http://library.link/vocab/discovery_link
{'f': 'http://opac.lib.rpi.edu/record=b4415410'}
Extent
1 online resource (230 pages)
Form of item
online
Isbn
9781787435513
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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