Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving their own private purposes. The book discusses trust, networks, and communities, social space and time, and communication, and the kinds of benefits organizations can derive from these elements and supports.
“Tulgan doesn't waste time tooting his own horn, telling stories, or cracking jokes. He just gives advice, and good advice it is.”— Publishers Weekly
“Based on his extensive research Bruce suggests another way—a clear, step-by-step guide to becoming the strong manager employees need. It challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly.”— SIGNiX.
“This book takes a totally different approach from any other books on "managing up" by empowering employees with real world techniques for helping the manager do the hard work of managing.” — Shrm-Atlanta
A bold new approach to performance by one of the top coaches in the country. In trying to improve-on the playing field, in the office, or even at home-most people seek out new information to get to the next level. They read a book, attend a class, or hire an
In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example. This book shows
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Even if you’re smart, dedicated, and have a stellar work ethic, you have gaps in your supervisory skills. You make mistakes that could hurt employees, your company, and your own career. You may get some limited training, depending on your organization. You might find mentors to guide you. You might invest
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.
Social capital makes an organization, or any cooperative group, more than a collection of individuals intent on achieving their own private purposes.
Social capital bridges the space between people. Its characteristic elements and indicators include high levels of trust, robust personal networks and vibrant communities, shared under-standings, and a sense of equitable participation in a joint enterprise—all things that draw individuals together into a group.
Merely having shared values and a shared worldview guarantees nothing about a group's quality, rationality, or usefulness.
Leaders set the tone of an organization; they more than anyone else establish and maintain its values and norms through their own actions.
Promotions to leadership positions act as firmwide signals; the fact that employee A won out over employee B shows people what values, approaches, and ways of working management looks for.
When promoted individuals have demonstrated their untrustworthiness, everyone absorbs a noxious lesson: crime does pay, or nice guys finish last.
Knowing who people are and what they are doing builds social connections and trust, just as secrecy tends to create suspicion. Openness and trust are tightly coupled.
The glue that holds networks and communities together includes several ingredients. Shared interests and shared tasks are among them. Trust is the key ingredient.
Space and time for people to gather and make connections with one another are the seedbed and sunlight of social capital. By providing them, leaders can foster conditions that help social capital thrive.
Shared interests and tasks can help develop trust, but when trust is lacking or has been betrayed, no amount of enthusiasm for a subject or advantage in joint work can hold these collective entities together.
For more than twenty years, management expert Bruce Tulgan has been asking, What are the most difficult challenges you face when it comes to managing people? Regardless of industry or job title, managers cite the same core issues 27 recurring challenges: the superstar whom the manager is afraid of losing, the