Creating Passion-Driven Teams: How to Stop Micromanaging and Motivate People to Top Performance

Table of contents

1. Title Page
2. Copyright Page
3. Table of Contents
4. Dedication
5. Acknowledgements
6. Foreword
7. Introduction
8. Chapter 1 - Are You a Builder or a Climber?
   1. Creating Conditions for Passion
   2. What’s Your Style?
   3. Builders and Climbers
   4. Are You a Builder or a Climber?
   5. What You Need to Get Started
9. Chapter 2 - The Management Matrix
   1. Key Roles and Core Responsibilities
   2. The Management Level
   3. The Manager’s “Processes”
   4. Assess and Adjust
   5. Final Thoughts for Managers
   6. The Leadership Level
10. Chapter 3 - The Cause of Micromanagement
    1. Micromanagement Defined
    2. The Cause
    3. Summary
11. Chapter 4 - The Cure for Micromanagement
    1. A different level of thinking is required
    2. A different set of core competencies required
    3. Assess and adjust based on feedback
    4. Other things to consider
    5. Assess each new manager’s capabilities and compare them to the list of responsibilities
    6. Institute training/mentoring/coaching to address any gaps
    7. Give the new manager regular feedback, reinforcing all professional growth and development
    8. Clarify Your Role and Responsibilities
    9. Conduct a Self-Analysis
    10. Get yourself a coach
12. Chapter 5 - Becoming an Expert About the People You Manage
    1. Using Assessments
    2. Different Ways People Think
    3. Different Ways People Behave
    4. Different Internal Motivators
    5. Value the Differences
    6. Summary
13. Chapter 6 - The Myths of Motivation
    1. For motivation to flow, obstacles must be identified and removed
    2. We have control over the conditions we create, not what drives people internally
14. Chapter 7 - The Power of Water Cooler Conversations
    1. What Is a Water Cooler Conversation?
    2. About the Human Brain
    3. Water Cooler Conversations
    4. Summary
15. Chapter 8 - The Do’s and Don’ts of Delegating
    1. What you can delegate
    2. To whom you delegate
    3. How you delegate
    4. How to truly transfer ownership
    5. Different types of delegation
    6. Do’s and Don’ts From Respected Delegators
    7. Summary
16. Chapter 9 - Maintaining a Balanced Diet of Meetings
    1. Meetings Must Have Purpose
    2. The Value of Meetings
    3. Four Basic “Food Groups” of Meetings
    4. Summary
17. Chapter 10 - Listen, or This Won’t Work
    1. Poor Listening Costs Millions
    2. The Top Five Reasons People Find It Difficult to Listen
    3. Summary
18. Chapter 11 - Resolve to Resolve All Conflict
    1. Which is better, conflict or tension?
    2. Setting the Tone
    3. The Relationship Ladder
    4. The Relationship Ladder in Action
    5. Summary
19. Chapter 12 - Poor Training: A Leading Cause of Trouble
    1. Why People Leave
    2. The Manager as Trainer
    3. Summary
20. Chapter 13 - Failure Is an Option
21. Chapter 14 - Celebrate Achievement
    1. How Do You Treat Your Employees?
22. Appendix - Recommended Reading
23. About the Author