Meaningful Conversations

Troubador Publishing Ltd
Free sample

A holistic overview of the essential leading methods of techniques and a hands-on guide for business professionals and those in higher education. Communications, strategy and business development and growth are essential for success and profitability in the business process and are all topics that businessman Geoff Hudson-Searle covers in his essential new tome, Meaningful Conversations. Readers will gain insights into these themes and many more topical subjects, including a wide range of tips, models and techniques that will help to build strong and effective solutions in today’s business world. The terms ‘communications’, ‘strategy and business development’ and ‘growth’ have become overused during the last decade and have become devalued as a result. In this book Geoff aims to simplify these terms and to re-value management and leadership by addressing topics and subjects in each distinctive chapter, and in an accessible way. Meaningful Conversations is divided into these three key areas to make it easy to find the material you need. Each chapter within the three components relates strongly to each other but is also interrelated to all the other chapters. It is suitable for entrepreneurs who might not be sure of the path to take or who want to benefit from other people’s mistakes and failures. Other audiences include middle management or junior executives who are looking for a fascinating life story of courage, drive and inspiration, as well as graduates and college students, who will find information that will help prepare them for their careers.
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About the author

Geoff Hudson-Searle is a passionate and innovating international director whose leadership is characterised by sharing information, round-table discussions, and strategic growth and deployment. As an international director, non-executive director and strategist, Geoff lectures regularly on the principles of integrated strategy and finance at forums. He has over 22 years of experience in business and management arena. His international clients include the British Government, HP, Compaq, BT, Intel, Atari, Barclays Bank, Western Union, Chase and Volvo.

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Additional Information

Publisher
Troubador Publishing Ltd
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Published on
Jan 28, 2017
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Pages
200
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ISBN
9781788038447
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Language
English
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Genres
Business & Economics / Development / Business Development
Business & Economics / Strategic Planning
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Content Protection
This content is DRM protected.
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Read Aloud
Available on Android devices
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Eligible for Family Library

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Talk is powerful. Engaging in the right conversation at the right time is key to both personal and organizational success. And it isn’t just ‘difficult’ conversations that matter. The Four Conversations clearly demonstrates it is the everyday dialogue we have with one another that is critical. Armed with a solid body of research and their own first-hand observations, Jeffrey and Laurie Ford identify four types of conversations that every one of us must use to get things done: initiative conversations to introduce something new; understanding conversations to help people relate to new ideas or processes; performance conversations to request specific actions and results; and closure conversations to complete work and give people a sense of accomplishment . They identify the specific elements that make each of these conversations successful and show how they can be put together in different ways to achieve different objectives. The Four Conversations demonstrates how to use the right conversation at the right time—planning and starting each one well, and finishing every conversation effectively—to produce the results we want and the improved productivity our organizations need. And through dozens of personal stories and sample dialogues, the authors illustrate how real people in real situations have used the four conversations, either alone or in combination, to more effectively combat common workplace problems and lay the foundations for enduring success: stronger relationships, better buy-in, and a greater feeling of personal and professional achievement for everyone.
'This book demonstrates that long-term win-win collaboration approaches work. Principals and contractors don't have to end up in conflict or litigation. I would recommend these ideas be adopted by companies eager to improve productivity.' - John Mulcahy, Chairman, Mirvac 'In an industry dominated by conflict and unproductive activity, this book offers a refreshing and practical way for all parties in the building industry to achieve more from their capital and labour inputs. Stephen Hanman and Ian George have shown through application that by introducing trust, respect and meaningful communication into relationships, results improve for all stakeholders. Moreover, the investment required to do the first job carries over to future work, resulting in improved performance with each project. I applaud the efforts of the authors in both creating the environment for their clients to 'do better' in their construction businesses and for sharing their work with the wider business and labour communities. One wonders what benefits could flow to other industries should the broader principles so successfully adopted in this book be applied more widely.' - Terry Henderson, company director and businessman 'This book provides wonderful insights into the way in which economic and social relationships associated with building and construction can be transformed. The participants involved in CGA Bryson projects have experienced considerable benefits in their working and personal lives. There is also evidence of significant economic benefits for all within the project supply chains. In the context of the broader building and construction industry, this account contains lessons which offer solutions for some of the seemingly intractable problems of conflict, waste, poor quality work and alienation that bedevil this industry. We have a lot to learn from these two professionals who are writing about their direct experience in transforming a construction enterprise.' - Professor Tony Dalton, RMIT Australian Housing and Urban Research Institute Research Centre, School of Global, Urban and Social Studies, RMIT University 

'In our own research, we have documented in financial terms the benefits of cross-functional, cross-firm collaboration. However, for many executives, building a culture that supports collaboration is not easy. Ian and Stephen not only report on the benefits of collaboration in an industry where such behaviour has not been the norm, but they provide guidelines for building organisations with a culture of collaboration.' - Dr Douglas M Lambert, Fisher College of Business, The Ohio State University, founder of the Supply Chain Management Institute
"This splendid little “pocket” book will tell all of you leaders (“oracle”-style) what you need to know about communication to enhance your everyday performance and thus enable your success. In 53 succinct chapters, this pocket oracle sets forth the basic issues you absolutely need to understand from a highly pragmatic point of view. It is not derived from theories but from the author’s 45+ years as a CEO coach and consultant. What the author shares with you is what he has learned over all of those years, thousands of presentations, and being “in the trenches” with his client CEOs to partner with them in making thoroughly competent or high performance organizations. He worked with them through the implementation, where 95% of success comes from. You will want to keep this oracle handy, and refer to it often. Some of the distilled wisdom contained here is counter-intuitive. That’s because it is based on the realities and not on platitudes about communication. The key is how you talk to yourself. It is also about how you need to interpret the world in terms of your cause and your organization’s mission. On a day-to-day basis, this book is about how to succeed personally if you are the leader. There is nothing more basic and more crucial for your success than the communication that occurs daily in your office, in the hallways, in your head, or in front of customers. It will become your daily guidebook for understanding this most problematic of every leader’s life. It may take you where you have never gone before. But where you need to go in your thinking and doing."
The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:

- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients
- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping 
- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service 

In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
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