Breaking the Proactive Paradox
Description
How do you get your team members to exercise appropriate independent judgment?
How do you get employees to be more accountable for their actions?
Leaders need team members to be empowered and proactive post COVID-19.
What are the roadblocks? How are they overcome? Most books on employee empowerment bypass two critical relationships: the employment compact and the jobholder and their job.
These two relationships hold the key to unlocking employee empowerment.
This breakthrough book is for leaders who want to maximize performance through empowerment. It offers a new approach and practical strategies to energize employees to exercise their initiative when needed and be accountable for their actions.
A proactive employee is engaged in their job and can confidently make decisions without overly relying on their manager.
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Person
Dr. Tim Baker is a thought leader, international consultant, and successful author. Tim is managing director of WINNERS-at-WORK Pty Ltd, which specializes in leadership development and performance.
He was recently voted one of The Most Talented Global Training & Development Leaders by the World HRD Congress, which is awarded by a distinguished international panel of professionals "who are doing extraordinary work" in the field of HRD.
Tim has conducted over 2,430 seminars, workshops, and keynote addresses to over 45,000 people in 12 countries across 21 industry groups and regularly writes for HR industry press.
Content
- Cover
- Halftitle
- Title
- Copyright
- Dedication
- Description
- Contents
- Testimonials
- Acknowledgments
- Introduction
- Part I: The Proactive Paradox
- Chapter 1: What Is the Proactive Paradox?
- Chapter 2: The Them and Us Relationship
- Chapter 3: The Collaborative Relationship
- Chapter 4: The Proactive Paradox Process
- Part II: Strategies for Resolving the Paradox
- Chapter 5: The Four Strategies
- Chapter 6: The Proactive Framework
- Chapter 7: Shared Purpose Practices
- Chapter 8: Boundary Management Practices
- Chapter 9: Information Exchange Practices
- Chapter 10: Proactive Accountability Practices
- Part III: Job Design
- Chapter 11: Rethinking Job Design
- Chapter 12: The Job Description's Limitations for Developing People
- Chapter 13: The Job Description's Limitations for Rewarding People
- Chapter 14: Using the Proactive Framework to Promote Nonjob Performance
- Chapter 15: Job Crafting as an Antidote to Traditional Job Design
- Chapter 16: The Application of Job Crafting
- Part IV: Measuring Proactive Behavior
- Chapter 17: Manager Profile and Action Plan
- Notes
- References
- About the Author
- Index
- Adpage
- Backcover
