Triggers creating behavior that lasts-- becoming the person you want to be
- ISBN: 9780804141239 (hardback)
- ISBN: 0804141231 (hardback)
- ISBN: 9780804141246 (ebook)
- Physical Description: xix, 244 pages : illustrations ; 22 cm
- Edition: First edition.
- Publisher: New York : Crown Business, 
- Copyright: ©2015
|Formatted Contents Note:||
Why don't we become the person we want to be? The immutable truths of behavioral change -- Belief triggers that stop behavioral change in its tracks -- It's the environment -- Identifying our triggers -- How triggers work -- We are superior planners and inferior doers -- Forecasting the environment -- The wheel of change -- Try. The power of active questions -- The engaging questions -- Daily questions in action -- Planner, doer, and coach -- AIWATT -- More structure, please. We do not get better without structure -- But it has to be the right structure -- Behaving under the influence of depletion -- We need help when we're least likely to get it -- Hourly questions -- The trouble with "good enough" -- Becoming the trigger -- No regrets. The circle of engagement -- The hazard of leading a changeless life.
Executive coach and psychologist Marshall Goldsmith discusses the emotional triggers that set off a reaction or a behavior in us that often works to our detriment. Do you find that at times you suddenly become defensive or enraged by an idle comment from a colleague? Or that your temper rises when another car cuts you off in traffic? Your reactions don't occur in a vacuum. They are the result of emotional and psychological triggers that often happen only in specific settings -- at meetings, or in competitive situations, or with a specific person who rubs you the wrong way, or when you feel under particular pressure. Being able to recognize those triggers and understand how the environment affects our behavior is key to controlling our responses and managing others at work and in life. Make no mistake -- change is hard. And the starting point is the willingness to accept help, and the desire to change. Over the course of this book, Marshall explores the power of active questions to get us to take responsibility for our actions -- and our failure to act. Questions such as "Did I do my best to make progress toward my goal?" "Did I work hard at being fully engaged?" He discusses the importance of structure in effecting permanent change. Because, he points out, change is hard, and without a structure to keep us on track, we inevitably relapse and fall back. Filled with stories from Marshall's work with executives and leaders, Triggers shows readers how to achieve meaningful and sustained change that will allow us to open our imaginations and escape the rigidity of binary thinking.
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|APLS||155.2 GOL||31291002978052||MODEL LIBRARY||Available||-|