The Management and Employee Development Review : Competitive Advantage through Transformative Teamwork and Evolved Mindsets

New, and experienced managers alike, typically repeat behaviors they observed or were subjected to when they were employees, which perpetuates unhealthy and unproductive management methods.

The Management and Employee Development Review: Competitive Advantage through Transformative Teamwork and Evolved Mindsets combines accepted psychological theory with practical business reality to help managers get the very best out of themselves, their employees and teams.

The central objective of a great leader and manager of people is to touch your employees at their core so they see and believe in your vision as fervently as you. To achieve this higher state, one must climb inside the mind of their employees and tap into their intrinsic motivation. Employees who are intrinsically motivated are more likely to engage in the task willingly as well as work to improve their skills, which will increase their capabilities. Employees are likely to be intrinsically motivated if they:

• Attribute their results to factors under their control, also known as autonomy
• Believe they have the skills to be effective agents in reaching their desired goals, also known as self-efficacy beliefs
• Are interested in mastering a topic, not just in achieving it for some outside force

This book reiterates that organizations are only as good as the people within it, and these people must be hired, trained, coached, and promoted in the right way, with focused intent, so the organization can learn, improve, and grow. This book provides a step-by-step game plan to help organizations develop employees with an eye toward sustained excellence.

If employed correctly, the principles in this book will transform not only your business but you as well.

• The MED Review, described in detail and shown in action in Chapter 2, will revolutionize the employee evaluation process.
• Chapter 1 teaches the reader what the newly hired employee is thinking, how and why that person will behave as they do, what he or she needs during the first four weeks on the job, and how to manage the new employee from the beginning to maximize trust, communication, ROI, and performance.
• Chapter 3 explains why the current employee evaluation is destroying the manager and employee relationship, and what to do about it.
• Chapter 8 explains why it’s impossible to have happy external customers if the internal customers (i.e., the employees) are unhappy or disgruntled, and what to do about it.
• The examples are real and come from the author’s hard-won experience in the field; furthermore, these examples clearly show the reader how to execute the tactics and strategies described in the book.

Introduction

Part I : High-Performance Employees are Developed, not Simply Hired
Chapter 1 : How to Create High-Performance Employees from Day One
Chapter 2 : The 12 Steps to Creating Your Supercharged Team and High-Performance Organization : The Management and Employee Development Review (MED-Review)

Part II : Where the Mind Leads, High-Performance Behavior Will Follow
Chapter 3 : Following Up After the Review with a High-Performance Mindset
Chapter 4 : Supercharge Results-Oriented Execution through Habit Formation
Chapter 5 : How to Develop High-Performance teams

Part III : The Future for High-Performance Organizations
Chapter 6 : The Only Competitive Advantage in the New Millennium
Chapter 7 : Getting Top Performance from Everyone in the Organization
Chapter 8 : "The Customer is Always Right" Theory Will Cause You to Consistently Lose Market Share
Chapter 9 : How Employee Evaluations are Destructive
Chapter 10 : The Destructive Power of Power

Index