Showing results for "5 Decisions" in Decision-Making & Problem Solving

Decision-making is a critical part of management, and bad choices can damage careers and the bottom line. This book offers the tools and advice managers need to avoid common biases and arrive at and implement decisions that are both sound and ethical.

After her first two weeks observing the problems at DecisionTech, Kathryn Petersen, its new CEO, had more than a few moments when she wondered is she should have taken the job. But Kathryn knew there was little chance she would have turned it down. After all, retirement had made her antsy, and...

FonoLibro se enorgullece en presentar el audiolibro Las 5 Elecciones: Las Cinco El Camino Hacia Una Productividad Extraordinaria escrito por Kory Kogan, Adam Merrill, y Leena Rinne, una continuación de la saga de productividad de Franklin Covey. En esta oportunidad, los autores nos brindan una solución que viene como anillo al dedo para alcanzar una productividad grandiosa. En este sentido, la habilidad para discernir entre lo importante, lo menos importante, y lo no importante será una competencia clave para seguir adelante.

Successful decision-makers are fierce interrogators. They square critical thinking with open-mindedness by blending information, intuition, and experience. Balancing these elements is at the heart of Decisions Over Decimals.

With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance.

Guide the conversation. Closing is a process, not an event. In the closing process, there are inevitably many conversations with a variety of potential clients. Closing the Sale will teach you how to influence good decisions to achieve mutually beneficial outcomes from these conversations. Turn talking into decision making. For clients, decision making can seem daunting. They may often favor the noncommittal "maybe" over the decisive "yes" or "no".

・仕事や人生で応用できる考え方が詰まった最高の一冊 ・他のコンサル本を圧倒する知性が光る ・３回目の読書に挑戦するほどの価値がある ・類書のない長く読み継がれる良書 ……

The Five Tool Negotiator stands apart in a category saturated with breezy, self-help volumes as a highly researched must-have for anyone looking to improve their bargaining skills. Nationally renowned UCLA law professor Russell Korobkin distills insights drawn from his decades of studying and teaching the keys to successful negotiations into five simple-yet-sophisticated strategies: Bargaining Zone Analysis, Persuasion, Deal Design, Power, and Fairness Norms.

You Are a Born Follower We all have a primal instinct to follow—yet in a society that idolizes leadership, this instinct often goes unnoticed and, therefore, unchecked and untrained. Most of us follow without conscious thought in all aspects of our lives—personal, professional, and otherwise. We adhere to our instincts, social norms, hierarchies, and popular opinions simply because that is what we’ve been taught to do. But this blind, unreasoned following isn’t just ineffective; it can be dangerous.

Bastano solo 5 secondi per cambiare vita: sembra una magia, ma invece è scienza. Usato da oltre 100.000 persone in tutto il mondo, il metodo di Mel Robbins funziona in tutti i settori della vita personale e professionale con risultati immediati e duraturi. Avallata da recenti studi delle neuroscienze e potenziata dalle più moderne strategie di miglioramento personale, la regola dei 5 secondi ha il potere di "sbloccare" la mente nei momenti di dubbio, incertezza, ansia, paura e di spingerci ad agire, facendo la cosa giusta in ogni situazione.

You are a Scrum Master and you are joining an existing team. There is a problem, though. The Product Owner is unhappy. There is a high priority item on the Product Backlog that the developers are refusing to add to their Sprint. They say that Scrum gives them the right to choose the work they do, and they claim the so called "high priority" item is not very important at all.

Every manager makes tough calls - it comes with the job. And the hardest decisions are the "gray areas" - situations where you and your team have worked hard to find an answer, you've done the best analysis you can, and you still don't know what to do. But you have to make a decision. In Managing in the Gray, Joseph Badaracco offers a powerful, practical, and even radical way to resolve these problems.