Four Secrets to Liking Your Work: You May Not Need to Quit to Get the Job You Want: You May Not Need to Quit to Get the Job You Want

Description

Stop dreading Monday morning! Wherever you work, whatever you do, you can make your work life more fulfilling, more joyful...and it starts right here, right now, with this book. You’re holding the first practical, start-to-finish program for transforming your work life: all the tools, tricks, ideas, examples, and proven research you need to make it happen!   Dive in, and discover how to improve all your interactions with colleagues…what really motivates you, and why...how to find the positive feedback and work experiences you desperately need...what you can learn today to become happier and more effective in your current job...when to quit, and how to find the work you’re meant to do. One day, one small step at a time, start building the work life you’ve always dreamt about...passionate, fun, and enormously successful!   www.likeworkagain.com   Cover Contents Acknowledgments About the Authors Prologue: Monday Morning Dread Chapter 1: The Trouble with Work Do We All Hate Our Jobs? The People Problem The Personal Cost The Beginning Venting Should I Stay or Should I Go? Seeing Differently Through Models Change the Situation Leave the Situation First, Change Your Perspective The Magic of Perspective Glasses without Frames Wearing New Glasses Changing Perspective: An Exercise About Perspective Shift Tips for the Journey Stay Employed Stay Engaged Be Supported Be Selective Drive the Change Own the Wins Stay Positive Read the Stories Do the Work Get Organized “Rinse and Repeat” Homework: Before, During, and After Before Work At Work After Work Chapter 2: How People Act Dr. Fisher’s Story Secret 1: Observe Behavior Not a New Idea Behavior Defined Two Key Differences Differences in “Focus”: Task Versus People Differences in “Approach”: Reflective Versus Assertive From Two Questions to Four Styles Behavioral Styles in Detail Task Focused + Assertive = Direct People Focused + Assertive = Inspire People Focused + Reflective = Stabilize Task Focused + Reflective = Regulate From Theory to Practice Chapter 3: Watching the Action Jamal’s Story Behavior in Action Conflict Between Styles Myself, My Colleagues, My Job Using Your New Perspective Observe without Judgment Categorize Behavior, not People Use Your Experience; Don’t Let It Use You Answer Only If You Can Your New Perspective, Revisited The Easy-View Summary Homework: Before, During, and After Before Work At Work After Work Want More? Chapter 4: Why People Act Edward Muzio’s Story Secret 2: Master Motivation How Versus Why Motivation Defined Motivation Versus Survival Building the Six Factors Three Kinds of “Why” Invisible Versus Visible Six Motivating Factors Connecting Questions to Motivation Answering the Two Questions Six Factors in Detail Task + Visible = Results Task + Invisible = Truth People + Visible = Assistance People + Invisible = Power Process + Visible = Structure Process + Invisible = Form From Theory to Practice Chapter 5: Figuring Out Why Ariel’s Story Motivation in Action Motivational Conflict Myself, My Colleagues, My Job Using Your New Perspective Learn, Don’t Judge One Observation is not a Conclusion Describe Motivators, not People Stay Honest The Easy-View Summary Homework: Before, During, and After Before Work At Work After Work Chapter 6: What People Do Erv Thomas’ Story Secret 3: Harmonize Tasks The What Task Perks Defined Finding Positive Job Experiences The Importance of Task Feedback Types of Task Task Type Defined Predictability Urgency Determining Task Type The Task Type Matrix Task Types in Detail Anticipated + Deliberate = Long Range Anticipated + Immediate = Methodical Unforseen + Immediate = Quick-Fix Unforseen + Deliberate = Adjustable From Theory to Practice Chapter 7: Do What You Like Conrad’s Story Task Balance in Action Task Type Conflict Myself, My Colleagues, My Job Using Your New Perspective Think in Blends, not in Absolutes Change Type When you Change Task Convert Task Types with Care Set Up for Success The Easy-View Summary Homework: Before, During, and After Before Work At Work After Work Want More? Chapter 8: Got Skills? Millie’s Story Secret 4: Get the Right Skills Skills Defined One Simple Question Two Kinds of Skills Hard Skills Soft Skills Seeing “Skills” The Eyes of Others Change Your Own View: An Exercise Developing “Skills” Developing Hard Skills Developing Soft Skills What If I Can’t Get It? Using Your New Perspective Beware of Bias “Mind Your Own…Skills” Silently Notice the Skills of Others Avoid Judgment and Certainty The Easy-View Summary Homework: Before, During, and After Before Work During Work After Work Want More? Chapter 9: A Bird’s Eye View Jim’s Story The Bird’s Eye View A Still Broader View The Third Person, Revisited Sources of Pain Your Pain: An Exercise Your Critical Few: An Exercise Finding Solutions Interpretation From Interpretation to Action Staying Open Should I Stay or Should I Go? Me Versus My Job Our “Relationship” No Decision: The Best Decision For the Moment Taking the Broadest Perspective Use Emotional Cues Use the Third Person Solve the Right Problem Be Supported In Closing: Steer Your Own Ship Appendix Notes Index A–B C–D E–F G–H I–J K–L M N–O P Q–R S T U–V W–Z