It's critical to catch workplace lies before they snowball into something catastrophic, but most of us have no clue about how to spot a liar.
Lies aren't good in general, but in the workplace they're especially poisonous. They can destroy employee engagement and productivity, undermine teamwork, increase stress, ruin people's livelihoods, and even bring down entire companies.
It's critical to catch workplace lies before they snowball into something catastrophic, but most of us have no clue about how to spot a liar. And the workplace setting adds another layer of complexity. At what point do you report a liar? If you decide to take action, what exactly should you do? And what if the liar is your boss?
In this entertaining and needed book, leading workplace body language expert Carol Kinsey Goman combines her own experiences with the latest research to provide a comprehensive guide to spotting, exposing, and minimizing workplace lies. Goman looks at the high cost of workplace deception for individuals and organizations, why people tell lies at work, and the kinds of lies they tell. She offers fifty ways that body language and vocal cues can help you spot a liar and explains how our own vanities, desires, self-deceptions, and rationalizations allow us to be duped.
Once you spot a lie, she provides tactical advice on how to respond, whether the liar is above, below, or on the same level as you. And Goman explains how to make sure your own body language doesn't inadvertently make you seem untrustworthy and what leaders at all levels can do to reduce lies and encourage candor.
Some workplace lies are a polite and positive part of professional life ("I'd be delighted to come to that meeting"). But Goman focuses on truly destructive lies and shows how you can prevent them from wreaking havoc on individuals and organizations.
2022
2006
Businesses trying to stay lean and fit face the same challenges as human dieters--success requires fundamental lifestyle changes and sustained, continuing effort. And, like human dieters, businesses, too, are susceptible to the come-ons of the latest quick-fix fads, which often deliver short-term gains but fall short in the long run. Eventually they go back to their old habits and they're right back where they started. It's a vicious cycle.
The Wall Street Diet uses a diet metaphor to illustrate a complete, integrated approach to what every business must do to become a lean, healthy enterprise. Like a truly effective weight loss program, it is a plan for achieving sustained benefits--following the Wall Street Diet will add five to eight points of potential new profit to a business's bottom line.
Using the proven concept of total enterprise optimization (TEO) as a framework, the book introduces a fitness program that brings together lean techniques, advanced supply chain management, improved quality concepts, selective outsourcing, and a focus on both the top and bottom lines. The authors detail specific TEO efforts that add savings and create new values, demonstrating the synergy to be had by combining those efforts with improved consumption data and analysis and innovative partnering with allied businesses. Fundamentally, The Wall Street Diet is about changing the culture that drives the business, leading to better earnings, continued growth, and the greatest value for all stakeholders.
Donald Kirkpatrick's famous four level model has become the model for evaluating the effectiveness of training programs. In Transferring Learning to Behavior, Donald and his son James show how this model can be used to confront what has always been the most difficult training challenge: getting people to apply what they learn once the training is over.
This book begins with an overview of the current state of the four levels, and outlines the three main reasons for the fatal disconnect between learning and behavior. Part II describes the five foundations for success that must be in place before moving on to confront the true challenge of transferring learning to behavior. Part III addresses the main question, showing precisely how to ensure that there is organizational support, and employee and managerial accountability, for putting the new behaviors into practice. The book closes with 12 best-practice case studies from companies such as Toyota, First USA Bank, Nextel, and Anthem Blue Cross/Blue Shield, that bring alive the concepts, principles, and techniques presented throughout the earlier chapters.
Now, more than ever, the pressure is on to demonstrate concrete results from training--but techniques like Return on Investment calculations aren't impressive if it's obvious that new behaviors aren't becoming business as usual. Transferring Learning to Behavior shows how an already proven model can be applied to solve this most difficult problem and produce concrete results.