The Truth About Managing Effectively (Collection)

A brand new collection of state-of-the-art management skills and techniques   Master today’s most valuable management skills! Get hundreds of bite-size, easy techniques for hiring, collaboration, motivation, negotiation, and much more!   Moving into management? Moving up in management? To compete and succeed, you need today’s best skills for managing, motivating, and collaborating with others. That’s exactly what you’ll find in this extraordinary 4 book package. Build a great team with Cathy Fyock’s The Truth About Hiring the Best: discover how to identify the best, reach them, recruit them, and choose among them! Cathy Fyock presents 53 bite-size, easy-to-use hiring techniques for finding hidden sources of talent… making great people want to work for you… asking the right questions… listening for the right answers… hiring like your organization’s future depends on it, because it does! Next, get the best from the people you have, with the latest version of Martha Finney’s classic, The Truth About Getting the Best from People. Finney’s expanded and improved Second Edition offers 60+ proven principles for achieving employee engagement practically 100% of the time. She’s added more than 15 brand-new truths for managing virtual teams, becoming more persuasive, overcoming unconscious biases, identifying and cultivating individual high performers, and more. Then, optimize your management effectiveness with Stephen P. Robbins’s The Truth About Managing People, Third Edition: 61 real solutions for the make-or-break problems faced by every manager. Learn how to overcome the real obstacles to teamwork… why too much communication can be as dangerous as too little… how to improve hiring and employee evaluations… how to heal “layoff survivor sickness”… how to manage a diverse culture, and lead effectively in a digital world. This edition is packed with new truths, including: how to nurture friendlier employees, manage a diverse age group, and lead ethically in tough times. Finally, in The Truth About Negotiations, Leigh L. Thompson teaches 46 proven negotiation principles: quick, easy ways to become a world-class negotiator. You’ll learn how to prepare for a negotiation within one hour… negotiate with people you hate (or love)… clearly identify your “best alternative” if a deal isn’t possible… use reason, respect, and reciprocity to extract a deal’s maximum potential value… create win-win solutions… establish enduring relationships. From hiring to motivation, negotiation to collaboration, this collection gives you hundreds of new best practices and skills for world-class management and leadership!   From world-renowned management and HR experts Cathy Fyock, Martha I. Finney, Stephen P. Robbins, and Leigh Thompson

Table of Contents:
The Truth About Hiring the Best Introduction vii Part I The Truth About Identifying the Best Truth1 There is no such thing as the ideal candidate 1 Truth 2 You are a seller in a buyer’s market 5 Truth 3 Catch the boomerangs 9 Truth 4 Rehire the retired 13 Truth 5 Job-hoppers could be show-stoppers 17 Truth 6 Seek refuge(e) 21 Part II The Truth About Recruiting the Best Truth7 It’s a war for talent 25 Truth 8 Maybe you don’t want “new blood” 29 Truth 9 Your actions speak louder than words 33 Truth 10 Targeting everybody attracts nobody 37 Truth 11 You are a talent scout 41 Truth 12 The Internet may not be the best place for recruiting 45 Truth 13 Use the enthused 49 Truth 14 It takes a village to hire one employee 53 Truth 15 Newspaper ads can be great when managed properly 57 Truth 16 Your invitation might be chasing applicants away 61 Part III The Truth About Interviewing Truth17 The candidate isn’t the only one who has to interview right 65 Truth 18 Ask what they will do, not what they can do 69 Truth 19 Charlie might be more than just a great mechanic 73 Truth 20 Passion–in fashion? 77 Truth 21 Good candidates might not talk to you 81 Truth 22 You’re not Sigmund Freud 85 Truth 23 Candidates and the truth–the whole truth 89 Truth 24 Don’t let the candidate’s resume drive the interview 93 Truth 25 Avoid the “hot seat” 97 Truth 26 You can oversell the job 101 Truth 27 There is such a thing as a bad question 105 Truth 28 You’re guilty until you prove you’re innocent 109 Truth 29 It’s impolite (and discriminatory) to ask about age 113 Truth 30 You wouldn’t ask him if he’s married–don’t ask her either 117 Truth 31 Kind curiosity can kill a career 121 Truth 32 Avoid questions about religious affiliations 125 Truth 33 Your mother was wrong; sometimes do be rude 129 Part IV The Truth About the Selection Process Truth34 Have a vacancy to fill? You’re already too late. 133 Truth 35 Warning: this resume may contain spin! 137 Truth 36 Your candidate may be a scam-didate 141 Truth 37 The resume says “yes,” but the body language says “no” 145 Truth 38 The receptionist test–better than salt? 149 Truth 39 Don’t send away candidates dressed for a day at the beach 153 Truth 40 You aren’t an elephant 157 Truth 41 Keep on selling to candidates 161 Part V The Truth About Panel and Multiple Interviews, Background Checks, Tests, and Other Tools of the Trade Truth 42 Invest in telephone screening to save time later 165 Truth 43 Face-to-face doesn’t have to be in-person 169 Truth 44 Too many cooks might improve the broth 173 Truth 45 Make haste slowly 177 Truth 46 You may want to hire candidates even when they get a bad reference 181 Truth 47 Beware the “Whizzinator” 185 Truth 48 Be real, even if scary 189 Truth 49 No crystal ball? Try employment testing. 193 Truth 50 Graphology: palm reading or valid tool? 197 Part VI The Truth About Evaluating Candidates and Making the Offer Truth 51 The last one you interview only seems like the winner 201 Truth 52 The one who offers salary information first is the loser 205 Truth 53 Don’t tell candidates why they weren’t selected 209 References 213 About the Author 215 Acknowledgments 215   The Truth About Getting the Best from People, Second Edition Introduction xi PART I The Truth About Employee Engagement Truth 1 You don’t need the carrot or the stick 1 Truth 2 You have direct influence over your employees’ passion quotient 4 Truth 3 You get the best by giving the best 8 Truth 4 It’s not money that motivates 11 Truth 5 Employment engagement isn’t for sissies 15 Truth 6 Real engagement gains happen after survey scores come in 19 PART II The Truth About Yourself Truth 7 Your behaviors are your brand 23 Truth 8 You can’t give what you don’t have 26 Truth 9 “Best” doesn’t mean the same thing to everyone 30 Truth 10 Think you’re a great leader? Think again 34 Truth 11 You could be your own worst employee 38 Truth 12 Visionary or beat cop? Your choice 41 Truth 13 Your health may be compromising your leadership effectiveness 44 Truth 14 You don’t have to be perfect 48 Truth 15 Your career can recover from an engagement hit 52 PART III The Truth About Engaged Cultures Truth 16 Employee happiness is serious business 55 Truth 17 Great leaders make their people cry 58 Truth 18 Better questions lead to better answers 61 Truth 19 Individual passion builds a passion-fueled customer service culture 65 Truth 20 Authentic is better than clever 69 Truth 21 Retention begins with hello 72 Truth 22 The bad will do you good 75 Truth 23 Your biggest complainer may be your best supporter 78 Truth 24 You can sell an unpopular decision 82 Truth 25 Flex is best 85 Truth 26 Nobody cares if you don’t mean to be mean 89 Truth 27 Controlling your temper is a labor-saving device 93 Truth 28 There is no “but” in “I’m sorry” 97 PART IV The Truth About Motivation Truth 29 Engagement happens one person at a time 101 Truth 30 If you’re a manager, you’re a career coach 104 Truth 31 The candidates you’re seeking may not be the ones you need 107 Truth 32 Ask for cheese—you might get the moon 111 Truth 33 You lead better when you get off your pedestal 114 Truth 34 Trust is your strongest persuasion tool 118 Truth 35 If they aren’t buying it, they aren’t doing it 121 Truth 36 Overselling an opportunity can cost you precious talent 124 Truth 37 Focusing on what’s right can help solve what’s wrong 128 Truth 38 High performers are motivated by a piece of the action 131 Truth 39 All the generations want the same thing 135 PART V The Truth About Performance Truth 40 Compassion promotes performance 139 Truth 41 A hot star can brighten your whole team 142 Truth 42 B players are your A team 146 Truth 43 High performers have enough coffee mugs 149 Truth 44 Discipline deepens engagement 152 Truth 45 You don’t have to inherit the problem employees 155 Truth 46 Performance appraisals are really about you 159 Truth 47 New hires can inspire current employees 162 Truth 48 Terminations are an engagement tool 165 PART VI The Truth About Creativity Truth 49 Innovation begins with y-e-s 169 Truth 50 Everyone can be creative 172 Truth 51 You stand between inspiration and implementation 176 Truth 52 Failures promote progress 179 Truth 53 People don’t quit their bosses, they quit their colleagues 182 Truth 54 Extreme pressure kills inspired performance 186 Truth 55 Creativity is a balancing act 189 PART VII The Truth About Communication Truth 56 Open questions ignite inspiring answers 193 Truth 57 Serving your employees means managing your boss 196 Truth 58 Bad news is good news 200 Truth 59 Trivial conversations are essential 203 Truth 60 The way you listen speaks volumes 206 Truth 61 Crap happens 210 Truth 62 Engaged employees need to know more 213 PART VIII The Truth About Teams Truth 63 Absence makes the employee happier 217 Truth 64 Your team has untapped talent 221 Truth 65 People need to fight their own battles 224 Truth 66 Games don’t build teams 228 Truth 67 Answers build teams 231 Truth 68 Your team can lead you to greatness 234 Truth 69 You’re still the boss 237 References 240 About the Author 242   The Truth About Managing People, Third Edition Preface vii PART I THE TRUTH ABOUT HIRING Truth 1 First Impressions DO Count! 1 Truth 2 Forget Traits; It’s Behavior That Counts 5 Truth 3 Brains Matter; or Why You Should Hire Smart People 9 Truth 4 When in Doubt, Hire Conscientious People! 13 Truth 5 Want Friendly Employees? It’s in the Genes! 7 Truth 6 Realistic Job Previews: What You See Is What You Get 21 Truth 7 Throw Out Your Age Stereotypes 25 Truth 8 Match Personalities and Jobs 29 Truth 9 Hire People Who Fit Your Culture: My “Good Employee” Is Your Stinker! 33 Truth 10 Good Citizenship Counts! 37 Truth 11 Manage the Socialization of New Employees 39 PART II THE TRUTH ABOUT MOTIVATION Truth 12 Why Many Workers Aren’t Motivated at Work Today 43 Truth 13 Telling Employees to “Do Your Best” Isn’t Likely to Achieve Their Best 47 Truth 14 Not Everyone Wants to Participate in Setting Goals 51 Truth 15 Professional Workers Go for the Flow 55 Truth 16 When Giving Feedback: Criticize Behaviors, Not People 59 Truth 17 Managing Across the Generation Gap 63 Truth 18 You Get What You Reward 67 Truth 19 It’s All Relative! 71 Truth 20 Recognition Motivates (and It Costs Very Little!) 75 Truth 21 There’s More to High Employee Performance Than Just Motivation 79 PART III THE TRUTH ABOUT LEADERSHIP Truth 22 Five Leadership Myths Debunked 83 Truth 23 The Essence of Leadership Is Trust 87 Truth 24 Experience Counts! Wrong! 91 Truth 25 Effective Leaders Know How to Frame Issues 95 Truth 26 You Get What You Expect 99 Truth 27 Charisma Can Be Learned 103 Truth 28 Charisma Is Not Always an Asset 107 Truth 29 Make Others Dependent on You 111 Truth 30 Successful Leaders Are Politically Adept 115 Truth 31 Ethical Leadership 119 Truth 32 Virtual Leadership: Leading from Afar 123 Truth 33 Adjust Your Leadership Style for Cultural Differences, or When in Rome 127 PART IV THE TRUTH ABOUT COMMUNICATION Truth 34 Hearing Isn’t Listening 131 Truth 35 Listen to the Grapevine 135 Truth 36 Men and Women Communicate Differently 139 Truth 37 What You Do Overpowers What You Say 143 Truth 38 The Value of Silence 147 Truth 39 Watch Out for Digital Distractions 151 PART V THE TRUTH ABOUT BUILDING TEAMS Truth 40 What We Know That Makes Teams Work 155 Truth 41 2 + 2 Doesn’t Necessarily Equal 4 159 Truth 42 The Value of Diversity on Teams 163 Truth 43 We’re Not All Equal: Status Matters! 167 Truth 44 Not Everyone Is Team Material 171 PART VI THE TRUTH ABOUT MANAGING CONFLICTS Truth 45 The Case FOR Conflict 175 Truth 46 Beware of Groupthink 179 Truth 47 How to Reduce Work–Life Conflicts 183 Truth 48 Negotiating Isn’t About Winning and Losing 187 PART VII THE TRUTH ABOUT DESIGNING JOBS Truth 49 Not Everyone Wants a Challenging Job 191 Truth 50 Four Job-Design Actions That Will Make Employees More Productive 195 PART VIII THE TRUTH ABOUT PERFORMANCE EVALUATION Truth 51 Annual Reviews: The Best Surprise Is No Surprise! 199 Truth 52 Don’t Blame Me! The Role of Self-Serving Bias 203 Truth 53 Judging Others: Tips for Making Better Decisions 207 Truth 54 The Case for 360-Degree Feedback Appraisals: More IS Better! 211 PART IX THE TRUTH ABOUT COPING WITH CHANGE Truth 55 Most People Resist Any Change That Doesn’t Jingle in Their Pockets! 215 Truth 56 Use Participation to Reduce Resistance to Change 219 Truth 57 Employee Turnover Can Be a Good Thing 223 Truth 58 In Cutbacks: Don’t Neglect the Survivors 227 Truth 59 Beware of the Quick Fix 231 References 235   The Truth About Negotiations, Second Edition Introduction vii Part 1: Negotiation: A 30,000-foot view 1 Truth 1: Negotiation: A natural gift? 3 Truth 2: The magic bullet: Preparation 7 Truth 3: Your industry is unique (and other myths) 11 Truth 4: Win–win, win–lose, and lose–lose negotiations 15 Truth 5: Four sand traps in the golf game of negotiation 19 Truth 6: If you have only one hour to prepare 23 Part 2: The bottom line on bottom lines 27 Truth 7: Identify your BATNA 29 Truth 8: Develop your reservation price 33 Truth 9: It’s alive! Constantly improve your BATNA 37 Truth 10: Don’t reveal your BATNA 41 Truth 11: Don’t lie about your BATNA 45 Truth 12: Signal your BATNA 49 Truth 13: Research the other party’s BATNA 53 Part 3: Black belt negotiation skills 55 Truth 14: Set optimistic but realistic aspirations 57 Truth 15: The power of making the first offer 61 Truth 16: What if the other party makes the first offer? 65 Truth 17: Plan your concessions 69 Truth 18: Be aware of the “even-split” ploy 73 Truth 19: Reveal your interests 77 Truth 20: Negotiate issues simultaneously, not sequentially 81 Truth 21: Logrolling (I scratch your back, you scratch mine) 85 Truth 22: Make multiple offers of equivalent value simultaneously 89 Truth 23: Postsettlement settlements 93 Truth 24: Contingent agreements 97 Part 4: Psychology 101 Truth 25: The reciprocity principle 103 Truth 26: The reinforcement principle 107 Truth 27: The similarity principle 111 Truth 28: The anchoring principle 115 Truth 29: The framing principle 119 Part 5: People problems (and solutions) 123 Truth 30: Responding to temper tantrums 125 Truth 31: How to negotiate with someone you hate 129 Truth 32: How to negotiate with someone you love 133 Truth 33: Of men, women, and pie-slicing 137 Truth 34: Your reputation 141 Truth 35: Building trust 145 Truth 36: Repairing broken trust 149 Truth 37: Saving face 153 Part 6: I-negotiations and E-negotiations 157 Truth 38: Negotiating on the phone 159 Truth 39: Negotiating via email and the Internet 163 Truth 40: When negotiations shift from relational to highly transactional 167 Truth 41: Negotiating across generations 171 Truth 42: Negotiating with different organizational cultures 175 Truth 43: Negotiating with different demographic cultures 179 Part 7: Negotiation Yoga 183 Truth 44: What’s your sign? (Know your disputing style) 185 Truth 45: Satisficing versus optimizing 189 Truth 46: Are you an enlightened negotiator? 193 References 197 Acknowledgments 203 About the Author 204  

About the Author :
Cathy Fyock, CSP, SPHR, consults with organizations to attract top talent, reduce turnover, and improve productivity in a volatile labor market. She has presented 200+ national seminars for SHRM and is author of The Hiring Source Book. Martha I. Finney is a writer and consultant who brings the qualitative perspective of workplace passion and problem-solving to clients who value the transformative power of engaged employees. She is author or co-author of more than 13 books, including HR From the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business, with Libby Sartain. Dr. Stephen P. Robbins is the world’s #1 best-selling textbook author in the areas of management and organizational behavior. His books, including Organizational Behavior, Ninth Edition (Prentice Hall), have sold 2,000,000+ copies. They are currently used by students at more than one thousand U.S. colleges and universities. Leigh L. Thompson is J. Jay Gerber Distinguished Professor of Dispute Resolution and Organizations in the Kellogg School of Management at Northwestern University. An active consultant and internationally recognized scholar, she also directs Kellogg’s AT&T Behavioral Research Laboratory and Leading High Impact Teams Executive Program.