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| first meeting with new boss questions: Ask a Manager Alison Green, 2018-05-01 From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together |
| first meeting with new boss questions: Move Patty Azzarello, 2017-02-03 Move past the obstacles and implement your new strategy Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent. No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done. Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to business as usual Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?' Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today. |
| first meeting with new boss questions: Why Do So Many Incompetent Men Become Leaders? Tomas Chamorro-Premuzic, 2019-02-19 Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women--and men who don't fit the stereotype--are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge. |
| first meeting with new boss questions: Radical Candor Kim Malone Scott, 2017-03-28 Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success. |
| first meeting with new boss questions: The Making of a Manager Julie Zhuo, 2019-03-19 Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had. |
| first meeting with new boss questions: Boss Life Paul Downs, 2016-08-02 **A Forbes Best Business Book of the Year, 2015** **Winner of the 2015 800-CEO-READ Business Book Award in Entrepreneurship** When columnist Paul Downs was approached by The New York Times to write for their “You’re the Boss” blog, he had been running his custom furniture business for twenty-four years strong. or mostly strong. Now, in his first book, Downs paints an honest portrait of a real business, with a real boss, a real set of employees, and the real challenges they face. Fresh out of college in 1986, Downs opened his first business, a small company that builds custom furniture. In 1987, he hired his first employee. That’s when things got complicated. As his enterprise began to grow, he had to learn about management, cash flow, taxes, and so much more. But despite any obstacles, Downs always remained keenly aware that every small business, no matter the product it makes or the service it provides, starts with people. He writes with tremendous insight about hiring employees, providing motivation to get the best out of them, and the difficult decisions he’s made to let some of them go. Downs also looks outward, to his dealings with vendors and to providing each client with exemplary customer service from first sales pitch to final delivery. With honesty and conviction, he tells the true story behind building and sustaining a successful company in an ever-evolving economy, often airing his own failures and shortcomings to reveal the difficulties that arise from being a boss and a businessperson. Countless employees have told the story of their experience with managers—Boss Life tells the other side of that story. |
| first meeting with new boss questions: The Manager's Path Camille Fournier, 2017-03-13 Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal—especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager. From mentoring interns to working with senior staff, you’ll get actionable advice for approaching various obstacles in your path. This book is ideal whether you’re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. Begin by exploring what you expect from a manager Understand what it takes to be a good mentor, and a good tech lead Learn how to manage individual members while remaining focused on the entire team Understand how to manage yourself and avoid common pitfalls that challenge many leaders Manage multiple teams and learn how to manage managers Learn how to build and bootstrap a unifying culture in teams |
| first meeting with new boss questions: The One Minute Manager Meets the Monkey Kenneth H. Blanchard, William Oncken, Hal Burrows, 1989 When a person goes to the boss with a problem and the boss agrees to do something about it, the monkey is off his back and onto the boss's. How can managers avoid these leaping monkeys? Here is priceless advice from three famous experts: how managers can meet their own priorities, give back other people's monkeys, and let them solve their own problems. |
| first meeting with new boss questions: The First 90 Days, Updated and Expanded Michael D. Watkins, 2013-04-23 The world’s most trusted guide for leaders in transition Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs. By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation. Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide. |
| first meeting with new boss questions: HBR Guide to Managing Up and Across (HBR Guide Series) Harvard Business Review, 2013-01-08 ARE YOUR WORKING RELATIONSHIPS WORKING AGAINST YOU? To achieve your goals and get ahead, you need to rally people behind you and your ideas. But how do you do that when you lack formal authority? Or when you have a boss who gets in your way? Or when you’re juggling others’ needs at the expense of your own? By managing up, down, and across the organization. Your success depends on it, whether you’re a young professional or an experienced leader. The HBR Guide to Managing Up and Across will help you: Advance your agenda—and your career—with smarter networking Build relationships that bring targets and deadlines within reach Persuade decision makers to champion your initiatives Collaborate more effectively with colleagues Deal with new, challenging, or incompetent bosses Navigate office politics |
| first meeting with new boss questions: The Set-up-to-fail Syndrome Jean-François Manzoni, Jean-Louis Barsoux, 2002 Annotation. |
| first meeting with new boss questions: Power Questions Andrew Sobel, Jerold Panas, 2012-02-07 An arsenal of powerful questions that will transform every conversation Skillfully redefine problems. Make an immediate connection with anyone. Rapidly determine if a client is ready to buy. Access the deepest dreams of others. Power Questions sets out a series of strategic questions that will help you win new business and dramatically deepen your professional and personal relationships. The book showcases thirty-five riveting, real conversations with CEOs, billionaires, clients, colleagues, and friends. Each story illustrates the extraordinary power and impact of a thought-provoking, incisive power question. To help readers navigate a variety of professional challenges, over 200 additional, thought-provoking questions are also summarized at the end of the book. In Power Questions you’ll discover: The question that stopped an angry executive in his tracks The sales question CEOs expect you to ask versus the questions they want you to ask The question that will radically refocus any meeting The penetrating question that can transform a friend or colleague’s life A simple question that helped restore a marriage When you use power questions, you magnify your professional and personal influence, create intimate connections with others, and drive to the true heart of the issue every time. |
| first meeting with new boss questions: Ask For It Linda Babcock, Sara Laschever, 2009-01-27 From the authors of Women Don’t Ask, the groundbreaking book that revealed just how much women lose when they avoid negotiation, here is the action plan that women all over the country requested—a guide to negotiating anything effectively using strategies that feel comfortable to you as a woman. Whether it’s a raise, that overdue promotion, an exciting new assignment, or even extra help around the house, this four-phase program, backed by years of research and practical success, will show you how to recognize how much more you really deserve, maximize your bargaining power, develop the best strategy for your situation, and manage the reactions and emotions that may arise—on both sides. Guided step-by-step, you’ll learn how to draw on your special strengths to reach agreements that benefit everyone involved. This collaborative, problem-solving approach will propel you to new places both professionally and personally—and open doors you thought were closed. |
| first meeting with new boss questions: Who Geoff Smart, Randy Street, 2008-09-30 In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success. |
| first meeting with new boss questions: What to Do when You Become the Boss Bob Selden, 2011 Congratulations. You got the promotion - you're finally THE boss. You've been rewarded for knowing your stuff BUT as a first-time manager, you may not know how to be a good manager. Where do you start? How do you get things done? Bob Selden's always practical book offers seasoned advice to help you make a success of your new role. It is the complete How to for managing and leading. Learn how to best manage your boss, your people and yourself. Packed with handy tips and case studies you'll find yourself referring to this book again and again for practical suggestions on everything, including motivating, delegating, influencing, coaching, managing time, performance appraisals, hiring and firing. |
| first meeting with new boss questions: EMPOWERED Marty Cagan, 2020-12-03 Great teams are comprised of ordinary people that are empowered and inspired. They are empowered to solve hard problems in ways their customers love yet work for their business. They are inspired with ideas and techniques for quickly evaluating those ideas to discover solutions that work: they are valuable, usable, feasible and viable. This book is about the idea and reality of achieving extraordinary results from ordinary people. Empowered is the companion to Inspired. It addresses the other half of the problem of building tech products?how to get the absolute best work from your product teams. However, the book's message applies much more broadly than just to product teams. Inspired was aimed at product managers. Empowered is aimed at all levels of technology-powered organizations: founders and CEO's, leaders of product, technology and design, and the countless product managers, product designers and engineers that comprise the teams. This book will not just inspire companies to empower their employees but will teach them how. This book will help readers achieve the benefits of truly empowered teams-- |
| first meeting with new boss questions: Mean People Suck Michael Brenner, 2019-10-25 Are you happy? Like your job? Most people report low engagement and enthusiasm in their careers. And point their finger at a negative work culture, a mean boss... co-worker... or customer. Mean people suck. Some leaders believe that they need to be mean in order to be effective. Their lack of compassion creates negative relationships that lowers performance and profits Michael Brenner's Mean People Suck uses real-life experience and proven research to show why instead of blaming others, we can look inside ourselves, and learn how to use empathy to defeat mean in every situation. This insightful guide shows leaders, and employees how more emotional communication increases profits and enhances lives. You'll learn: Why employees are unhappy and the power of empathy to turn things around. How organizational charts disengage employees by neglecting the human element. Why empathy seems counter-intuitive to success. The secrets to a happy, meaningful and impactful career. If you're ready to enjoy a more gratifying professional and personal life, this book's stories and proven tips will help get you there - even if Mean People Suck. |
| first meeting with new boss questions: Joan Garry's Guide to Nonprofit Leadership Joan Garry, 2017-03-06 Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It’s enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn’t understand its true role; insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who’s a star in her sector but a difficult boss… And yet, many nonprofits do thrive. Joan Garry’s Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a ‘workplace of choice’ Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world. |
| first meeting with new boss questions: Making Meetings Work John E Tropman, 2003-01-30 A best-seller in its first edition, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition covers everything you need to know about organizing engaging meetings, including preparing agendas, controlling what happens behind the scenes prior to and after meetings, and managing conflicting values and personalities. Through the Meeting Masters Research Project at the University of Michigan, author John E. Tropman observed and interviewed the nation′s most successful meeting experts to find out how to make meetings both stimulating and productive. Based on his findings, Tropman formulated seven principles and fourteen commandments for implementing dynamic meetings. This second edition has been extensively revised and expanded to include Family meetings and family group decision making Problems and solutions for board of directors meetings Community and civic meetings Volunteers and meetings Leadership in community decision making Making Meetings Work: Achieving High Quality Group Decisions, Second Edition provides simple, easily applied best practices for supervising or instigating meetings with decision accomplishment outcomes. Author John E. Tropman reveals goal oriented procedures that keep proposals moving towards quality group decision making and assure other participants look forward to attending your meetings. Written with humor and a deep understanding of the realities of business and political life, Making Meetings Work: Achieving High Quality Group Decisions, Second Edition is an extraordinary resource for anyone who leads, facilitates, or attends meetings. |
| first meeting with new boss questions: Extreme Ownership Jocko Willink, Leif Babin, 2017-11-21 An updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails. Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields. Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win. |
| first meeting with new boss questions: The New Rules of Work Alexandra Cavoulacos, Kathryn Minshew, 2017 In this definitive guide to the ever-changing modern workplace, Kathryn Minshew and Alexandra Cavoulacos, the co-founders of popular career website TheMuse.com, show how to play the game by the New Rules. The Muse is known for sharp, relevant, and get-to-the-point advice on how to figure out exactly what your values and your skills are and how they best play out in the marketplace. Now Kathryn and Alex have gathered all of that advice and more in The New Rules of Work. Through quick exercises and structured tips, the authors will guide you as you sort through your countless options; communicate who you are and why you are valuable; and stand out from the crowd. The New Rules of Work shows how to choose a perfect career path, land the best job, and wake up feeling excited to go to work every day-- whether you are starting out in your career, looking to move ahead, navigating a mid-career shift, or anywhere in between-- |
| first meeting with new boss questions: Fair Play Eve Rodsky, 2021-01-05 AN INSTANT NEW YORK TIMES BESTSELLER • A REESE'S BOOK CLUB PICK Tired, stressed, and in need of more help from your partner? Imagine running your household (and life!) in a new way... It started with the Sh*t I Do List. Tired of being the “shefault” parent responsible for all aspects of her busy household, Eve Rodsky counted up all the unpaid, invisible work she was doing for her family—and then sent that list to her husband, asking for things to change. His response was...underwhelming. Rodsky realized that simply identifying the issue of unequal labor on the home front wasn't enough: She needed a solution to this universal problem. Her sanity, identity, career, and marriage depended on it. The result is Fair Play: a time- and anxiety-saving system that offers couples a completely new way to divvy up domestic responsibilities. Rodsky interviewed more than five hundred men and women from all walks of life to figure out what the invisible work in a family actually entails and how to get it all done efficiently. With 4 easy-to-follow rules, 100 household tasks, and a series of conversation starters for you and your partner, Fair Play helps you prioritize what's important to your family and who should take the lead on every chore, from laundry to homework to dinner. “Winning” this game means rebalancing your home life, reigniting your relationship with your significant other, and reclaiming your Unicorn Space—the time to develop the skills and passions that keep you interested and interesting. Stop drowning in to-dos and lose some of that invisible workload that's pulling you down. Are you ready to try Fair Play? Let's deal you in. |
| first meeting with new boss questions: HBR's 10 Must Reads on Managing People, Vol. 2 (with bonus article “The Feedback Fallacy” by Marcus Buckingham and Ashley Goodall) Harvard Business Review, Marcus Buckingham, Michael D. Watkins, Linda A. Hill, Patty McCord, 2020-03-24 Are you a good boss--or a great one? Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Managing People (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you master the innumerable challenges of being a manager. With insights from leading experts including Marcus Buckingham, Michael D. Watkins, and Linda Hill, this book will inspire you to: Draw out your employees' signature strengths Support a culture of honesty and civility Cultivate better communication and deeper trust among global teams Give feedback that will help your people excel Hire, reward, and tolerate only fully formed adults Motivate your employees through small wins Foster collaboration and break down silos across your company This collection of articles includes Are You a Good Boss--or a Great One?, by Linda A. Hill and Kent Lineback; Let Your Workers Rebel, by Francesca Gino; The Feedback Fallacy, by Marcus Buckingham and Ashley Goodall; The Power of Small Wins, by Teresa M. Amabile and Steven J. Kramer; The Price of Incivility, by Christine Porath and Christine Pearson; What Most People Get Wrong About Men and Women, by Catherine H. Tinsley and Robin J. Ely; How Netflix Reinvented HR, by Patty McCord; Leading the Team You Inherit, by Michael D. Watkins; The Overcommitted Organization, by Mark Mortensen and Heidi K. Gardner; Global Teams That Work, by Tsedal Neeley; Creating the Best Workplace on Earth, by Rob Goffee and Gareth Jones. |
| first meeting with new boss questions: The Love Hypothesis Ali Hazelwood, 2021-09-14 The Instant New York Times Bestseller and TikTok Sensation! As seen on THE VIEW! A BuzzFeed Best Summer Read of 2021 When a fake relationship between scientists meets the irresistible force of attraction, it throws one woman's carefully calculated theories on love into chaos. As a third-year Ph.D. candidate, Olive Smith doesn't believe in lasting romantic relationships--but her best friend does, and that's what got her into this situation. Convincing Anh that Olive is dating and well on her way to a happily ever after was always going to take more than hand-wavy Jedi mind tricks: Scientists require proof. So, like any self-respecting biologist, Olive panics and kisses the first man she sees. That man is none other than Adam Carlsen, a young hotshot professor--and well-known ass. Which is why Olive is positively floored when Stanford's reigning lab tyrant agrees to keep her charade a secret and be her fake boyfriend. But when a big science conference goes haywire, putting Olive's career on the Bunsen burner, Adam surprises her again with his unyielding support and even more unyielding...six-pack abs. Suddenly their little experiment feels dangerously close to combustion. And Olive discovers that the only thing more complicated than a hypothesis on love is putting her own heart under the microscope. |
| first meeting with new boss questions: Dare to Lead Brené Brown, 2018-10-09 #1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership. |
| first meeting with new boss questions: Change Your Questions, Change Your Life Adams Marilee, 2010-05 The first edition of Marilee Adams's book introduced a surprising, life-altering truth: any of us can literally change our lives simply by changing the questions we ask, especially those we ask ourselves. We can ask questions that open us to learning, connection, satisfaction, and success. Or we can ask questions that impede progress and keep us from getting results we want. Asking ''What great things could happen today?'' creates very different expectations, moods, and energy than asking ''What could go wrong today?'' Many readers reported that they found themselves asking better questions before they even finished reading the book! This is the key insight that the book's hero, Ben Knight, learns from his executive coach as the story of his transformative journey unfolds, eventually leading to breakthroughs that save his career as well as his marriage. His success rests on having become a ''question man'' and an inquiring leader rather than a judgmental, know-it-all answer man.In this extensively revised second edition, Adams has made the story even more illuminating and helpful, adding three new chapters as well as three powerful new tools. Change Your Questions, Change Your Life is practical yet simple, giving readers an entertaining, step-by-step guide to a technique that will transform their personal and professional lives. Great results really do begin with great questions - Marilee Adams shows you how to ask them! |
| first meeting with new boss questions: Lovability Brian de Haaff, 2017-04-25 Love is the surprising emotion that company builders cannot afford to ignore. Genuine, heartfelt devotion and loyalty from customers — yes, love — is what propels a select few companies ahead. Think about the products and companies that you really care about and how they make you feel. You do not merely likethose products, you adore them. Consider your own emotions and a key insight is revealed: Love is central to business. Nobody talks about it, but it is obvious in hindsight. Lovability: How to Build a Business That People Love and Be Happy Doing It shares what Silicon Valley-based author and Aha! CEO Brian de Haaff knows from a career of founding successful technology companies and creating award-winning products. He reveals the secret to the phenomenal growth of Aha! and the engine that powers lasting customer devotion — a set of principles that he pioneered and named The Responsive Method. Lovability provides valuable lessons and actionable steps for product and company builders everywhere, including: • Why you should rethink everything you know about building a business • What a product really is • The magic of finding what your customers truly desire • How to turn business strategy and product roadmaps into customer love • Why you should chase company value, not valuation • Surveys to measure your company’s lovability Brian de Haaff has spent the last 20 years focused on business strategy, product management, and bringing disruptive technologies to market. And in preparation for writing this book, he interviewed well-known startup founders, product managers, executives, and CEOs at hundreds of name brand and agile organizations. Their experiences, along with headline-grabbing case studies (both inspiring successes and cautionary tales), will help readers discover how to build something that matters. Much has been written about how entrepreneurs build innovative products and successful businesses, but the author's message is original and refreshing. He convincingly explains that there is a better path forward — a people-first way grounded in love. In a business world that has increasingly emphasized hype over substance and get-big-at-any-cost thinking over profitable and sustainable growth, it's time for a new recipe for company success. Insightful, thought-provoking, and sometimes controversial, Lovability is the book that you turn to when you know there has to be a better way. |
| first meeting with new boss questions: Scaling Up Verne Harnish, 2014 In this guide, Harnish and his co-authors share practical tools and techniques to help entrepreneurs grow an industry -- dominating business without it killing them -- and actually have fun. Many growth company leaders reach a point where they actually dread adding another customer, employee, or location. It feels like they are just adding more weight to an ever-heavier anchor they are dragging through the sand. To make matters worse, the increased revenues have not turned into more profitability, so at some point they wonder if the journey is worth the effort. This book focuses on the four major decisions every company must get right: People, Strategy, Execution and Cash. The book includes a series of One-Page tools including the One-Page Strategic Plan and the Rockefeller Habits Execution Checklist, which more than 40,000 firms around the globe have used to scale their companies successfully. |
| first meeting with new boss questions: State of The Global Workplace Gallup, 2017-12-19 Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive. |
| first meeting with new boss questions: Accountable Leaders Vince Molinaro, 2020-06-10 Proven methods to push your organization to its maximum potential with responsible leadership Accountable Leaders is the real-world guide to propelling your business to extraordinary levels of performance and achievement. Leadership accountability is a major issue in organizations around the globe. Research has shown that teams and individual employees are overwhelmingly dissatisfied with the degree of accountability demonstrated by their leaders. Effective teams need responsible and accountable leaders—the solution seems simple. Yet, thousands of businesses are struggling with mediocre performance and widening gaps in leadership. This essential resource provides practical and no-nonsense strategies to transform any organization into a cohesive, highly motivated culture of accountable leaders and fully committed teams. Bestselling author Dr. Vince Molinaro shares his proven methods of optimal leadership accountability, providing a step-by-step blueprint for leaders in any organization. Developed from years of experience helping Fortune 500 companies build strong leaders and effective teams, this book will enable you to: Build strong leadership accountability to leverage competitive advantage, increase team performance, and close the leadership gap in your organization Understand why gaps in leadership occur and recognize accountability issues in your own organization Develop an effective strategy to instill a culture of accountability and responsibility in your business Identify and implement organizational practices that encourage accountable leadership throughout your management structure Accountable Leaders is a vital guide for anyone who leads a team: from managers and supervisors, to CEOs and CHROs. This invaluable guide will provide the tools and knowledge to take you and your organization to incredible levels of performance and achievement. |
| first meeting with new boss questions: Fahrenheit 451 Ray Bradbury, 1968 A fireman in charge of burning books meets a revolutionary school teacher who dares to read. Depicts a future world in which all printed reading material is burned. |
| first meeting with new boss questions: Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity Kim Scott, 2017-03-14 A high-profile business manager describes her development of an optimal management course designed to help business leaders become balanced and effective without resorting to insensitive aggression or overt permissiveness-- |
| first meeting with new boss questions: Animal Farm George Orwell, 2024 |
| first meeting with new boss questions: Pause Rachael O'Meara, 2017-04-04 Feeling overwhelmed, burned out, or stuck? Discover the power of the pause. Sometimes life throws you for a loop. You’re stressed out at your job; you’re torn between work and family; your motivation and productivity are taking a nosedive. Your impulse might be to lean in and tough it out, but what you may really need to do is take a step back. Reassess your life with a clear head and dive back in with purpose and poise. In this enlightening book, Rachael O’Meara guides you through the steps of your own pause journey: - The signs that you’re in need of a meaningful break - Planning your optimal pause—whether it’s as short as a day or as long as an epic journey - Reentering the world with renewed clarity and purpose. Incorporating the latest findings from psychology and neuroscience and peppered with inspiring stories of successful pauses, this book will show you that the fastest way to happiness is to slow down. Whether you pause by taking a five-minute walk outside, spending a day unplugged from digital devices, or taking a few weeks off to yourself, Pause will give you the tools to find what “lights you up” and the ability to lead the most satisfying and fulfilling life you choose. As seen in The Washington Post. |
| first meeting with new boss questions: Age of Context Robert Scoble, Shel Israel, 2014 In 2006, co-authors Robert Scoble and Shel Israel wrote Naked Conversations, a book that persuaded businesses to embrace what we now call social media. Six years later they have teamed up again to report that social media is but one of five converging forces that promise to change virtually every aspect of our lives. You know these other forces already: mobile, data, sensors and location-based technology. Combined with social media they form a new generation of personalized technology that knows us better than our closest friends. Armed with that knowledge our personal devices can anticipate what we'll need next and serve us better than a butler or an executive assistant. The resulting convergent superforce is so powerful that it is ushering in a era the authors call the Age of Context. In this new era, our devices know when to wake us up early because it snowed last night; they contact the people we are supposed to meet with to warn them we're running late. They even find content worth watching on television. They also promise to cure cancer and make it harder for terrorists to do their damage. Astoundingly, in the coming age you may only receive ads you want to see. Scoble and Israel have spent more than a year researching this book. They report what they have learned from interviewing more than a hundred pioneers of the new technology and by examining hundreds of contextual products. What does it all mean? How will it change society in the future? The authors are unabashed tech enthusiasts, but as they write, an elephant sits in the living room of our book and it is called privacy. We are entering a time when our technology serves us best because it watches us; collecting data on what we do, who we speak with, what we look at. There is no doubt about it: Big Data is watching you. The time to lament the loss of privacy is over. The authors argue that the time is right to demand options that enable people to reclaim some portions of that privacy. |
| first meeting with new boss questions: Julie Zhuo's The Making of a Manager Summary Genie, 2019-10-08 Overview and Analysis of Julie Zhuo's The Making of a Manager by Summary Genie.In this book, you will find: -Chapter by Chapter Analysis-Background information about the book-Background information about the author-Trivia QuestionsAnd More!Download and Start Reading Immediately!Note: This is an unofficial companion guide to Julie Zhuo's The Making of a Manager It is meant to enhance your reading experience and is not the original book |
| first meeting with new boss questions: Weird in a World That's Not Jennifer Romolini, 2017-06-06 A guide to career success for the awkward, the offbeat, the introverted, and anyone who feels like they don’t fit in: “A book as funny as it is wise.” —Rumaan Alam, New York Times–bestselling author of Leave the World Behind As a brand-new employee at a mandatory corporate retreat, Jennifer Romolini—who was afraid of heights—found herself, under pressure, clawing her way to the top of a rope ladder. There, she promptly froze in terror until someone climbed up to help her down. It didn’t seem like an auspicious beginning, but the awkward, anxious, twenty-seven-year-old misfit stayed in the job (where climbing was not actually a required skill), and went on to succeed. She navigated through the New York media industry and became a boss—an editor-in-chief, an editorial director, and a vice president—all within little more than a decade. In this book, she asserts that being outside the norm and achieving high-level success are not mutually exclusive, even if it seems like only office-politicking extroverts are set up for reward. Part career memoir, part real-world guide, Weird in a World That’s Not offers relatable advice on how to achieve your dreams when you feel like you don’t fit in and the odds seem stacked against you. She helps you face your fears, find the right career, and get and keep a job—and offers empathetic, clear-cut answers to important questions: How do I navigate the awkwardness of networking? How do I deal with intense office politics? How do I leave my crappy job? How do I learn how to be a boss, not just a #boss? And, most importantly: How do I do all this and stay true to who I really am? Authentic, funny, and moving, Weird in a World That’s Not will help you tap into your inner tenacity and find your path, no matter how off-the-beaten-path you are. |
| first meeting with new boss questions: How Leaders Can Inspire Accountability Michael Timms, 2021-09-15 Leadership development consultant Michael Timms has discovered three powerful habits that not only make one a better leader, but also encourage those they lead to take greater accountability themselves. Using a compelling combination of teaching principles and illustrations backed by loads of scientific studies, Timms reveals three habits of personal accountability that are easy to implement and which can instantly begin transforming positional leaders into true leaders who inspire everyone to take more accountability for results. |
| first meeting with new boss questions: Meetings Matter Paul Axtell, Timothy P. White, 2015-01-20 This book will change your mind forever about that useless meeting you are forced to attend. Paul Axtell emphasizes that meetings are vital to the work of successful organizations--we need to master the skill sets for designing, leading, and participating in meetings. A consultant with more than 30 years in the business, Axtell outlines 8 strategies with a host of compelling ideas you can put into action immediately. This is a book for the manager who recognizes that meetings are at the core of the work you do, the supervisor who wants to be wonderful to work for, the employee who wants to contribute as much as possible, the project leader who wants every team meeting to add velocity to the project. Meetings are essential. So let's make them work. |
| first meeting with new boss questions: The Pyramid Principle Barbara Minto, 2021 This book reveals that the mind automatically sorts information into distinctive pyramidal groupings. However, if any group of ideas are arranged into a pyramid structure in the first place, not only will it save valuable time and effort to write, it will take even less effort to read and comprehend it |
Last name 和 First name 到底哪个是名哪个是姓？ - 知乎
Last name 和 First name 到底哪个是名哪个是姓？ 上学的时候老师说因为英语文化中名在前，姓在后，所以Last name是姓，first name是名，假设一个中国人叫孙悟空，那么他的first nam…
first 和 firstly 的用法区别是什么？ - 知乎
a.First （ = First of all）I must finish this work.（含义即，先完成这项工作再说，因为这是必须的，重要的，至于其它，再说吧） b.First come，first served .先来，先招待（最重要） …
EndNote如何设置参考文献英文作者姓全称，名缩写？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
对一个陌生的英文名字，如何快速确定哪个是姓哪个是名？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
发表sci共同第一作者(排名第二)有用吗？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
有大神公布一下Nature Communications从投出去到Online的审稿 …
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
GM、VP、FVP、CIO都是什么职位？ - 知乎
FVP（First Vice President）则是指公司的第一副总裁，通常是在VP之上的高管职位。 VP（Vice President）是指公司的副总裁，通常是在高层管理团队中担任领导职务的高管。
论文作者后标注了共同一作（数字1）但没有解释标注还算共一 …
Aug 26, 2022 · 是在不同作者姓名的右上角标了数字1吗？ 共同作者可不是这么标的。 标注共同一作的方法并不是有的作者以为的上下并列，而是在共同第一作者的右上角标注相同的符号，比 …
贝塞尔函数及其性质 - 知乎
为第一类贝塞尔函数 (Bessel functions of the first kind)， 为第二类贝塞尔函数 (Bessel functions of the second kind)，有的也记为 。 第一类贝塞尔函数积分表达式. 对于整数阶n， 该公式也 …
2025年618 CPU选购指南丨CPU性能天梯图（R23 单核/多核性能 …
May 4, 2025 · cpu型号名称小知识 amd. 无后缀 ：普通型号; 后缀 g ：有高性能核显型号（5000系及之前系列 除了后缀有g的其他均为 无核显，7000除了后缀f，都有核显）
Last name 和 First name 到底哪个是名哪个是姓？ - 知乎
Last name 和 First name 到底哪个是名哪个是姓？ 上学的时候老师说因为英语文化中名在前，姓在后，所以Last name是姓，first name是名，假设一个中国人叫孙悟空，那么他的first nam…
first 和 firstly 的用法区别是什么？ - 知乎
a.First （ = First of all）I must finish this work.（含义即，先完成这项工作再说，因为这是必须的，重要的，至于其它，再说吧） b.First come，first served .先来，先招待（最重要） …
EndNote如何设置参考文献英文作者姓全称，名缩写？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
对一个陌生的英文名字，如何快速确定哪个是姓哪个是名？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
发表sci共同第一作者(排名第二)有用吗？ - 知乎
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
有大神公布一下Nature Communications从投出去到Online的审稿 …
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
GM、VP、FVP、CIO都是什么职位？ - 知乎
FVP（First Vice President）则是指公司的第一副总裁，通常是在VP之上的高管职位。 VP（Vice President）是指公司的副总裁，通常是在高层管理团队中担任领导职务的高管。
论文作者后标注了共同一作（数字1）但没有解释标注还算共一 …
Aug 26, 2022 · 是在不同作者姓名的右上角标了数字1吗？ 共同作者可不是这么标的。 标注共同一作的方法并不是有的作者以为的上下并列，而是在共同第一作者的右上角标注相同的符号，比 …
贝塞尔函数及其性质 - 知乎
为第一类贝塞尔函数 (Bessel functions of the first kind)， 为第二类贝塞尔函数 (Bessel functions of the second kind)，有的也记为 。 第一类贝塞尔函数积分表达式. 对于整数阶n， 该公式也 …
2025年618 CPU选购指南丨CPU性能天梯图（R23 单核/多核性能跑 …
May 4, 2025 · cpu型号名称小知识 amd. 无后缀 ：普通型号; 后缀 g ：有高性能核显型号（5000系及之前系列 除了后缀有g的其他均为 无核显，7000除了后缀f，都有核显）
