影响力 INFLUENCER: THE POWER TO CHANGE ANYTHING 下载 115盘 pdf snb 夸克云 tct kindle azw3

Whether you're a CEO, a parent, or merely a person who wants to make a difference, you probably wish you had more influence with the people in your life. But most of us stop trying to make change happen because we believe it is too difficult, if not impossible. We develop complicated coping strategies when we should be learning the tools and techniques of the world's most influential people.

But this is about to change. From the bestselling authors who taught the world how to have Crucial Conversations comes Influencer, a thought-provoking book that combines the remarkable insights of behavioral scientists and business leaders with the astonishing stories of high-powered influencers from all walks of life. You'll be taught each and every step of the influence process-including robust strategies for making change inevitable in your personal life, your business, and your world. You'll learn how to:

Identify a handful of high-leverage behaviors that lead to rapid and profound change. Apply strategies for changing both thoughts and actions. Marshall six sources of influence to make change inevitable.

Influencer takes you on a fascinating journey from San Francisco to Thailand where you'll see how seemingly “insignificant” people are making incredibly significant improvements in solving problems others would think impossible. You'll learn how savvy folks make change not only achievable and sustainable, but inevitable. You'll discover why some managers have increased productivity repeatedly and significantly-while others have failed miserably.

No matter who you are, or what you do, you'll never learn a more valuable or important set of principles and skills. Once you tap into the power of influence, you can reach out and help others work smarter, grow faster, live, look, and feel better, even save lives. The sky is the limit…for an Influencer.

作者简介：

Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and AI Switzler

are the leaders of VitalSmarts, an innovator in best practices training products and services that has taught over two million people and worked with more than 300 of the Fortune 500 companies.

Authors' Note

PART 1: The Power to Change Anything

Choose influence over serenity.

1 You're an Influencer

A small group of remarkable leaders and scholars has been quietly changing the world by influencing people's behavior.

2 Find Vital Behaviors

Big problems succumb to changes in just a few behaviors.

3 Change the Way You Change Minds Changing behavior requires changing minds.

PART 2: Make Change Inevitable

The six sources of influence

4 Make the Undesirable Desirable

Personal Motivation Overcome reluctance and resistance by connecting to values.

5 Surpass Your Limits

Personal Ability

New behavior requires new skills. Overinvest in learning how to master skills and emotions.

6 Harness Peer Pressure

Social Motivation

Enlist leaders, partner with opinion leaders, and become an opinion leader yourself.

7 Find Strength in Numbers

Social Ability

Amplify influence through just-in-time teamwork.

8 Design Rewards and Demand Accountability

Structural Motivation

Modestly and intelligently reward early successes. Punish only when necessary.

9 Change the Environment

Structural Ability

Harness the pervasive and invisible power of environment to support new behavior.

10 Become an Influencer

Overdetermine success by implementing multiple sources of influence.

Additional Tools and Resources

Works Cited

Acknowledgments

Index

About the Authors

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：影响力 INFLUENCER: THE POWER TO CHANGE ANYTHING在线阅读

在线听书地址：影响力 INFLUENCER: THE POWER TO CHANGE ANYTHING在线收听

在线购买地址：影响力 INFLUENCER: THE POWER TO CHANGE ANYTHING在线购买

When faced with a number of possible options, take care to search for strategies that focus on specific behaviors.

In addition to focusing on behavior, you should give special attention to a handful of high-leverage behaviors.

Discover a few vital behaviors, change those, and problems-no matter their size-topple like a house of cards.

We watched top performers at work, compared them with others who were decent but not quite as good.

Positive deviance techniques:

Start by examining the exact population and the setting you are interested in changing. Next, look for people who should be experiencing the problem but aren't. Then discover the unique behaviors that separate them from the rest.

Given the inherent dangers of watching and concluding on your own, it's essential to immediately follow up your conclusions about cause and effect with a test. Then you must teach your newly discovered vital behaviors to the failed groups and see if the behaviors you chose actually do cause the results you're trying to achieve.

People will attempt to change their behavior if (1) they believe it will be worth it, and (2) they can do what is required.

帮助个人将他们目前不健康的行为与长期价值观相连的最好办法就是不要试图控制他们的思想和行为。你必须你共鸣取代偏见，以问题取代说教。如果你这么做，你就能获得影响力。你一旦不再试图将自己的计划强加于人，就消除了抢夺控制力的战争，就避免了一场关于谁的世界观才是正确的无谓的战争。

书籍介绍

在线阅读本书

Book Description

An INFLUENCER motivates others to change.

An INFLUENCER replaces bad behaviors with powerful new skills.

An INFLUENCER makes things happen.

This is what it takes to be an INFLUENCER.

Whether you're a CEO, a parent, or merely a person who wants to make a difference, you probably wish you had more influence with the people in your life. But most of us stop trying to make change happen because we believe it is too difficult, if not impossible. We develop complicated coping strategies when we should be learning the tools and techniques of the world's most influential people.

But this is about to change. From the bestselling authors who taught the world how to have Crucial Conversations comes Influencer, a thought-provoking book that combines the remarkable insights of behavioral scientists and business leaders with the astonishing stories of high-powered influencers from all walks of life. You'll be taught each and every step of the influence process-including robust strategies for making change inevitable in your personal life, your business, and your world. You'll learn how to:

* Identify a handful of high-leverage behaviors that lead to rapid and profound change.

* Apply strategies for changing both thoughts and actions.

* Marshall six sources of influence to make change inevitable.

Influencer takes you on a fascinating journey from San Francisco to Thailand where you'll see how seemingly “insignificant” people are making incredibly significant improvements in solving problems others would think impossible. You'll learn how savvy folks make change not only achievable and sustainable, but inevitable. You'll discover why some managers have increased productivity repeatedly and significantly-while others have failed miserably.

No matter who you are, or what you do, you'll never learn a more valuable or important set of principles and skills. Once you tap into the power of influence, you can reach out and help others work smarter, grow faster, live, look, and feel better, even save lives. The sky is the limit…for an Influencer.

Are you an Influencer ?

Find out at www.influencerbook.com

”You don't have to be a manager to realize that no one likes being told what to do. Yet lectures are still the main way we try to get people to change their behavior. Fortunately, social learning academics have been studying alternatives for decades. Patterson and his fellow consultants have now collected their findings in this engaging, example-rich book. The key message is hardly new, but it has gotten more sophisticated: Managers need to get out of the way and facilitate, not manage, the process of change for employees. They can do this by offering vicarious experiences, restructured environments, peer pressure, and frequent tests-all geared so that people embrace the change as authentic to them, not imposed by an outsider. Missing are only success stories of organizations that persuaded managers to drop their controlling habits and choose to be mere facilitators.”-John T. Landry, Harvard Business Review