Difficult Leadership

Countless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action. That's why the toughest choices are left to the leaders, and that's why formulas won't answer them. In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert Eric Pliner delivers a set of practical tools for listeners to make sense of these complex, subjective decisions quickly and with integrity. 

Imagine yourself having a tough conversation with your boss that you've been putting off for months...now imagine being in total control of the situation. You are in control of your emotions (even when he or she isn't) and you are easily swaying your boss to your side of the argument. And now imagine that this daydream is a reality. This audiobook will make you the master of your own destiny. It will allow you to get through all the difficult conversations in your life easily and effortlessly.

You have to deal with difficult people all the time, including whiners and bullies. Whining is one of the most difficult behaviors to deal with. Get some perspectives on why whiners whine and what you can do to help yourself and them. In addition, you might be surprised to learn that some of the most brutal people are actually extremely sensitive inside. Get tips in this piece on how to help them take down their walls so your life can be a whole lot easier.

Physicians enter their professions with the highest of hopes and ideals for compassionate and efficient patient care. Along the way, however, recurring problems arise in their interactions with some patients that lead physicians to label them as "difficult." Some studies indicate that physicians identify 15 percent or more of their patients as "difficult." The negative feelings that physicians have toward these patients may lead to frustration, cynicism, and burnout.

How you handle difficult situations in your workplace can determine whether your employees - and your boss - see you as an effective manager, or an average one who wilts under pressure. This program teaches powerful yet easy-to-remember methods for solving your toughest management challenges. Suitable for managers and supervisors.

You have to talk with a colleague about a fraught situation, but you're worried that they'll yell, or blame you, or shut down. You fear your emotions could block you from a resolution. But you can communicate in a way that's constructive—not combative.

Top leadership coach Marcia Reynolds offers a model for using the Discomfort Zone - the moment when the mind is most open to learning - to prompt people to think through problems, see situations more strategically, and transcend their limitations. Drawing on recent discoveries in the neuroscience of learning, Reynolds shows how to ask the kinds of questions that short-circuit the brain’s defense mechanisms and habitual thought patterns.

Workplaces are filled with all types of people, and some of them can be very difficult to get along with. By understanding difficult people and their behaviors, a savvy individual can resolve the awkward and problematic situations they create. Dealing with Difficult People looks at difficult behavior - what drives it and how to cope with it by managing aggression, avoiding awkward situations, and keeping calm. This third edition provides tools and techniques for dealing with difficult customers, difficult people in the digital sphere, and difficult bosses.

Whether it's a manager who keeps moving the goal posts, an uncooperative colleague, negative friend, or critical family member, some people are just plain hard to get along with. Often, your immediate response is to shrink or sulk, become defensive or attack. But there are smarter moves to make when dealing with difficult people. This book explains how to cope with a range of situations with difficult people and to focus on what you can change. 

We all have to work with people we can't stand to be around. Our challenge is to find creative ways to handle these difficult people. In the fable Make Difficult People Disappear, the skills and strategic plan needed to change your mindset are told through a clear, concise story. By first understanding the four main personality types in the workplace, commander, organizer, relater, and entertainer, listeners can then devise effective strategies for diffusing unproductive and damaging behavior.  

There are hundreds of books on management. This is not just another book about what makes an effective manager. Becoming a Better Boss highlights why well-known advice on good management is so rarely heeded. By focusing on management through the eyes of an employee, Julian Birkinshaw gives us insightful and helpful advice on what we might do differently - both as individual managers of others, and as architects of the organizations in which we work. To achieve this, Birkinshaw has spent time working "in the trenches" to remind himself what life as an employee feels like.

A legacy work from the multimillion copy best-selling author of The 7 Habits of Highly Effective People - hailed as the #1 Most Influential Business Book of the Twentieth Century - The 3rd Alternative introduces a breakthrough approach to conflict resolution and creative problem solving.

All of us have been in a situation where we have to manage or lead a group of people. No matter if you are the owner of a small startup, a supervisor, or the head of a million dollar company, you know managing a group of people is one of the hardest jobs in the world. Just think about how hard it is to organize and satisfy a whole family on vacation. This should be a piece of cake compared to the challenges someone in a management position is facing. As a higher-up, you don't want to be the authoritarian bad guy everyone uses to point fingers at.

Difficult people are the worst part of a manager's job. 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. Leading the Unleadable turns this dreaded chore into a straight forward process that gently, yet effectively, improves behaviors.

Are you a new manager or struggling to get your employees on track? Are you struggling to get your people motivated, or not sure what it takes to push them to be high performers? How to Manage People is a great guide to help you make a move from being the boss to being someone your people admire and respect. Leading people can be a complex and daunting task, but those complexities are broken down into seven easy and actionable steps.

Working with difficult people can reduce your morale, threaten your productivity, deplete your energy, and waste your time. But you don't have to be helpless in the face of other people's craziness! Knowing how to handle coworkers' disruptive behavior is one of the most important career skills you can have, allowing you to become a more valuable employee and a more self-reliant person.

This book contains some proven techniques for managing yourself, as well as managing difficult people. If you gain a better understanding of yourself, build your confidence, and use these techniques, then you’ll make your life a whole lot easier.

This book is for anyone who has experienced a difficult person at work. Revealing the nine different types of difficult people, there's a quick quiz so you can work out the personality type you're dealing with, and how to communicate with them effectively.

You can master the art of tough conversations. This book shows you how. Have you ever dreaded holding a tough but necessary conversation with an employee, coworker, or boss? Do you put off such conversations far too long? Have you ever launched into a difficult conversation unprepared, only to have the interaction spiral out of control?

Critical feedback, delivered frequently and expertly, can be a game changer - it can turn average performers into the hardest workers and stars into superstars. But fear of hurt feelings and awkward conversations often lead managers to hold back from offering crucial insights. According to recent studies, 44 per cent of managers dread giving feedback, while 65 per cent of employees wish their managers gave more.