|
|
|  | | Don't: How using the right words will change your life
How often do you use the word don’t? Think about it. It’s a word we use just about every day, so what affect does it have on us?
In his new book DON'T Bob Selden has tapped into the zeitgeist of the importance of positive language, and explains how words impact the brain giving us a more positive or negative outlook. Positive people use positive language and see opportunities that others miss.
In DON'T Bob sets out negative words and phrases to avoid - the ones that create negative thinking, and then suggests some words and phrases that do just the opposite, activating the positive parts of your brain and resulting in positive behaviour.
Bob uses relatable examples when dissecting day to day language. Having worked with experienced coaches of sporting teams throughout his career, Bob has seen the clear results of changing our linguistic behaviours. He suggests that “coaches who use positive language, always seem to get the best out of their athletes – firstly on the train | |  | | What To Do When You Become The Boss
This book fills the “people management” learning gap for new managers. Here is a complete “How to” for both managing and leading. Learn how to best manage your boss, your people and yourself in the all important first management role. The book covers hiring, motivating, delegating, influencing, managing time, firing – in fact everything you will need to know and learn about leading and managing. NEW EDITION: Managing Change, Managing the Social Media, Managing Virtual & Remote Teams.
“What To Do When You Become The Boss” has been primarily written to help the new manager settle in and become both effective and efficient in his or her new role.
But it should also be a great boost to organisations who are keen to improve their bottom line. Not only are good managers more productive than their counterparts, but an effective manager who also shows good leadership skills, can have a major impact on both their direct reports and indeed their peers. Training and developing new managers can be a lot cheaper and more productive, and certainly more motivating, than many of |
|
|
|
