Key Management Development Models

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Table of Contents

‘A very practical, engaging guide to the essential tools which managers at all levels need to be effective themselves and to develop others. Highly recommended.’

Stuart Chambers, former CEO of Pilkington plc

Key Management Development Models gives you, at a glance, instant access to a full range of the best models available for developing your management skills and helping others to work and perform at their peak.

For anyone seeking to develop their management skills it can be hard to know where to begin. Key Management Development Models explains the tools in detail – what they are and when and how to use them, with key practical tips. It’s like having your very own management development coach on hand explaining all the tools that you will ever need to know.

EXPERT GUIDANCE FOR YOUR MANAGEMENT CAREER

About the author

Acknowledgements

Preface

Using this book

DEVELOPING YOURSELF

PART ONE Happiness

1 Positive affirmations

2 Positive mental attitude and content reframing

PART TWO Memory and recall

3 Loci method

4 Number/rhyme method

PART THREE Motivation

5 Maslow’s hierarchy of needs

6 Glasser’s choice theory

7 Pink’s model of motivation

PART FOUR Personal change

8 Cognitive restructuring

9 The Secret/law of attraction (Byrne)

10 Seven habits of highly effective people (Covey)

PART FIVE Problem solving and decision making

11 Force field analysis

12 Is/is not problem-solving technique

13 Ladder of inference (Argyris)

14 OODA loop

15 Polarity management

16 Vroom–Yetton–Jago decision model

PART SIX Resilience

17 Kobasa and 'hardiness'

PART SEVEN Self-awareness

18 360° feedback

19 Emotional intelligence

20 Johari window

21 Multiple intelligences

PART EIGHT Self-confidence and stress management

22 Anchoring a calm state

23 Meditation

24 Mindfulness

PART NINE Time management, concentration and focus

25 Covey’s time matrix (Eisenhower)

26 Getting things done (Allen)

27 Wheel of life

PART TEN Learning

28 Accelerated learning

29 Benziger’s thinking styles assessment

30 Kolb/Honey and Mumford learning styles

PART ELEVEN Listening skills

31 Active listening

32 Critical listening

33 Relationship listening

MANAGING OTHERS

PART TWELVE Assertiveness

34 The broken record

35 Fogging

PART THIRTEEN Coaching

36 CLEAR model (Hawkins)

37 GROW model (Whitmore et al.)

38 Solution-focused coaching (OSKAR)

PART FOURTEEN Communication

39 DISC

40 Matching and mirroring

41 Storytelling

42 VAK (visual, auditory, kinaesthetic)

PART FIFTEEN Conflict management

43 Betari Box

44 Thomas–Kilmann conflict mode instrument

PART SIXTEEN Creativity

45 Brain-friendly brainstorming

46 Challenging assumptions

47 PMI (plus, minus, interesting)

48 Random word technique

49 SCAMPER

PART SEVENTEEN Giving feedback

50 EEC Model

51 EENC

PART EIGHTEEN Goal setting

52 Locke and Latham’s five principles

53 Reticular activating system

54 SMART goals

55 CASE – behavioural objectives

PART NINETEEN Influence and persuasion

56 4Ps of persuasion

57 Bilateral brain theory

58 Embedded commands

59 Locus of control (Weiner’s attribution theory)