The Art of Constructive Confrontation: How to Achieve More Accountability with Less ConflictPraise for The Art of Constructive Confrontation "There's no magic formula for building a successful enterprise, large or small. If you're in the business of making a profit, you're in the business of building people. First you build your people. After that, your people produce the profit. The Art of Constructive Confrontation is an easy-to-follow, systematic process that makes sure you don't get those things backwards. Constructive confrontation is the closest thing you'll ever find to hold people accountable for what they do, while at the same time reducing the conflicts that get in the way of productivity and, ultimately, profits." --Spencer Hays, founder, The Tom James Company Executive Chairman, Southwestern/Great American, Inc. "The Art of Constructive Confrontation is a clear and concise road map to making the all-important conversations between team leaders and team members happen. More than that, the constructive confrontation process keeps those conversations happening, keeps them consistent and constructive, keeps everybody accountable, and unleashes the leadership potential in everyone." --Angelo Valenti, PhD, leader of The Company Psychologist and coauthor, Unleashing Leadership "Embracing constructive confrontation builds a strong, effective leader with a strong, effective team. This book covers the step-by-step process to make you that kind of leader." --Danny Cox, coauthor, Leadership When the Heat's On |
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Common terms and phrases
accomplishment achieve activities agreed Annie Sullivan attitude babita become behavior bers Bill Parcells boss celebration challenges CHAPTER circle of confrontation commitment conversation conflict confrontation conversation constructive confrontation process course corrections covenant effort emotional purpose encourage executives expectations feel Francine wi Francine's Fred frontation goals Harry wi Harry's Harry’s Helen Keller Ifyou Ifyou're important increase initiative institutional authority involved issues keep leader and team leadership managers MBWA meaningful means ment motivational negative never ofthe ofyour team opportunity organization performance personal and professional positive principles problem productivity progress report reason sales division schedule scripted Sequoia National Forest sgies skills someone specific Spencer Hays structive confrontation subiect success T5 percent Taco Bell talk task team leader team mem team members things tion tive trom trust wbat what's Wiii workplace XYZ Corp
Popular passages
Page ix - Whatever you do, you need courage. Whatever course you decide upon, there is always someone to tell you that you are wrong. There are always difficulties arising that tempt you to believe your critics are right. To map out a course of action and follow it to an end requires some of the same courage that a soldier needs. Peace has its victories, but it takes brave men and women to win them.
Page 201 - Nobody cares how much you know, until they know how much you care.
Page 206 - Constructive confrontation is a well-engineered process that breaks down what needs to be done, how it needs to be done, and how often it needs to be done in order to produce higher-profile results.
Page 54 - There never seems to be enough time or money to do it right the first time, but there's always time and money to do it over again.
Page 10 - Remember, there's always a way out— a method for getting from where you are now to where you want to be.
Page 41 - If everybody around you says you look like a duck, walk like a duck, quack like a duck, you're, in all likelihood, a duck.
Page 190 - It's a chance to make a difference, an opportunity to "start where you are, use what you have, and do what you can,
Page 158 - The only way to convince your people that you're a sincere and authentic person is to say what you mean and mean what you say, in a way that doesn't reek of disingenuousness to them.
Page 23 - The value of engaging employees in regular and meaningful conversation about their work (MBWA style) was chronicled in Tom Peters and Robert Waterman's In Search of Excellence (New York: Harper & Row, 1982).
Page 55 - Value your team members' time and your organization's needs by not wasting time, effort, or resources, making people do things over again that could have been done right the first time.