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The trusted advisor fieldbook : a comprehensive toolkit for leading with trust /
A practical guide to being a trusted advisor for leaders in any industry In this hands-on successor to the popular book The Trusted Advisor, you'll find answers to pervasive questions about trust and leadership-such as how to develop business with trust, nurture trust-based relationships, build...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
Wiley,
©2012.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Green, Charles H., |d 1950- | |
| 245 | 1 | 4 | |a The trusted advisor fieldbook : |b a comprehensive toolkit for leading with trust / |c Charles H. Green, Andrea P. Howe. |
| 260 | |a Hoboken, N.J. : |b Wiley, |c ©2012. | ||
| 300 | |a 1 online resource (xviii, 270 pages) | ||
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| 504 | |a Includes bibliographical references (page 263) and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a A practical guide to being a trusted advisor for leaders in any industry In this hands-on successor to the popular book The Trusted Advisor, you'll find answers to pervasive questions about trust and leadership-such as how to develop business with trust, nurture trust-based relationships, build and run a trustworthy organization, and develop your trust skill set. This pragmatic workbook delivers everyday tools, exercises, resources, and actionable to-do lists for the wide range of situations a trusted advisor inevitably encounters. The authors speak in concrete terms about how to dramatically. | ||
| 505 | 0 | |a Cover -- Endorsements -- Title Page -- Copyright -- Dedication -- Acknowledgements -- Introduction -- Why a Fieldbook -- Who Should Read this Book -- How to Use this Book -- Where to Begin -- Part I: A Trust Primer -- Chapter 1: Fundamental Truths -- Fundamental Truth 1: Trust Requires Trusting and Being Trusted -- Fundamental Truth 2: Trust Is Personal -- Fundamental Truth 3: Trust Is about Relationships -- Fundamental Truth 4: Trust Is Created in Interactions -- Fundamental Truth 5: There Is No Trust without Risk | |
| 505 | 8 | |a Fundamental Truth 6: Trust Is ParadoxicalFundamental Truth 7: Listening Drives Trust and Influence -- Fundamental Truth 8: Trust Does Not Take Time -- Fundamental Truth 9: Trust Is Strong and Durable, Not Fragile -- Fundamental Truth 10: You Get What You Give -- Chapter 2: Fundamental Attitudes -- Fundamental Attitude 1: Principles over Processes -- Fundamental Attitude 2: You Are More Connected than You Think -- Fundamental Attitude 3: Itâ€"! Not about You -- Fundamental Attitude 4: Curiosity Trumps Knowing -- Fundamental Attitude 5: Time Works for You | |
| 505 | 8 | |a Chapter 3: The Dynamics of InfluenceEarning the Right to Be Right: Three Steps -- A Five-Point Checklist for Influencing Meetings -- Chapter 4: Three Trust Models -- The Trust Equation -- The Trust Creation Process -- The Trust Principles -- Chapter 5: Five Trust Skills -- Listen -- Partner -- Improvise -- Risk -- Know Yourself -- Part II: Fundamental Truths -- Chapter 6: Listen -- The Listening Differentiator: Empathy -- Four Barriers to Paying Attention -- Three-Level Listening -- Listening for Data -- Seven Listening Best Practices | |
| 505 | 8 | |a Your Everyday Empathy Workout: Low Weights, High RepsChapter 7: Partner -- Partnering Traits -- Ten Common Partnering Barriers -- Self-Assessment: Are You Primed for Partnership? -- Specific Ways to Build Your Partnering Muscle -- Chapter 8: Improvise -- The Science behind Moments of Truth -- How Moments of Truth Become Moments of Mastery -- The Practice of Improvisation -- Role-Play Your Way to Mastery -- Chapter 9: Risk -- The Relationship between Trust and Risk -- Six Ways to Practice Risk-Taking -- The Three-Question Transparency Test | |
| 505 | 8 | |a A Tool for Truth-Telling: Name It and Claim ItThe Power of Caveats -- Chapter 10: Know Yourself -- How Blind Spots Impede Trust-Building -- Three Approaches to Expand Your Self-Knowledge -- How to Use Self-Knowledge to Increase Trust -- Part III: Developing Business with Trust -- Chapter 11: Trust-Based Marketing and Business Development -- Focus on Your Customer -- Collaborate to Drive New Business -- Focus on Relationships, Not Transactions -- Be Transparent with Prospects and Clients -- Chapter 12: Trust-Based Networking | |
| 546 | |a English. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Business ethics. | |
| 650 | 0 | |a Trust. | |
| 650 | 0 | |a Leadership |x Psychological aspects. | |
| 650 | 0 | |a Interpersonal relations. | |
| 650 | 6 | |a Morale des affaires. | |
| 650 | 6 | |a Confiance. | |
| 650 | 6 | |a Leadership |x Aspect psychologique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a Business ethics. |2 fast |0 (OCoLC)fst00842675 | |
| 650 | 7 | |a Interpersonal relations. |2 fast |0 (OCoLC)fst00977397 | |
| 650 | 7 | |a Leadership |x Psychological aspects. |2 fast |0 (OCoLC)fst00994715 | |
| 650 | 7 | |a Trust. |2 fast |0 (OCoLC)fst01158174 | |
| 700 | 1 | |a Howe, Andrea P. | |
| 776 | 0 | 8 | |i Print version: |a Green, Charles H., 1950- |t Trusted advisor fieldbook. |d Hoboken, N.J. : Wiley, ©2012 |z 9781118085646 |w (DLC) 2011028239 |w (OCoLC)724644598 |
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