Table of Contents
1 Cover
4 Acknowledgments Bill Berman: George Bradt:
5 Introduction Why You Need This Book Note
6 PART I: The Disconnect: What Your Organization Wants You to Know (But Hasn't Told You!) CHAPTER 1: Get What You Want by Doing What Your Organization Needs What Gets in the Way? Whom We Tend to Blame—And Why It Doesn't Work Why Externalizing Rarely Works Getting Unstuck Key Takeaways End Notes CHAPTER 2: You Have More Power than You Realize The Solution, Step 1. Accept the Context The Solution, Step 2. Rediscover Your Value Examine Your Style Strengths, Opportunities for Growth, Values, and Preferences Examine Your Mental Models Define Your Mission Examine Your Long-Term Objectives The Solution, Step 3. Do the Job Needed the Most Key Takeaways Note End Notes
7 PART II: The Solution: Discover Your Levers of Influence CHAPTER 3: Discover the Essentials of Your Job Know Your Business Know the Organizational Culture Know Your Manager(s) Know Your Stakeholders Conclusion Key Takeaways End Notes CHAPTER 4: Now Write Your Working Job Description Take One More Look Back at the Beginning Summarize the Data Stand in Their Future Your Working Title Evaluate the Working Job Description Key Takeaways End Notes CHAPTER 5: What If Bias Keeps You from Being Effective? Calibration Information Demonstration Negotiation Transformation Key Takeaways End Note CHAPTER 6: Now That You Know the Truth About What Your Organization “Actually” Needs from You The Pivot Point The Moment of Truth Key Takeaways End Notes
8 PART III: Plan A: Grow Your Influence and Impact CHAPTER 7: Build Your Personal Strategic Plan™ Your Working Mission Your Ways of Working Your Change Objectives Personal Strategic Plan™ Key Takeaways End Notes CHAPTER 8: Work Your Growth Plan, Build Your Influence Growth Plans Are All About the Details Implement Your Changes: The Three Parts of Behavior Change Key Takeaways End Notes CHAPTER 9: Take on More Responsibility, Expand Your Impact, and Enjoy the Benefits Demonstrate Your Value