1.5 - About University

12.3 Triangulation: The surest way to damage a relationship 369➥Describes destructive triangulation—talking with a third person to complain or toput down another person.12.4 Giving and receiving feedback: The dos and don’ts 372➥Describes the challenging skill of giving and receiving feedbackm including the dosand don’ts.12.5 Preparing yourself to give negative feedback 375➥Prepares leaders for giving difficult feedback to others.12.6 The 5 Cs: Escalating confrontation judiciously 378➥Helps leaders resolve people or performance problems, whether they involve inappropriateaction or failing to take action.12.7 Conflict: Five levels for dealing with conflict 381➥Lifts a load from leaders’ shoulders by providing them with a wider range ofoptions than simply demanding complete resolution or living in anger.12.8 Dealing with difficult people: A timeless leadership challenge 384➥Helps leaders understand difficult people, whether employees, bosses, or customers;suggests ways of dealing with them.12.9 The essentials of customer service 387➥Acquaints leaders with some essentials of customer service, and provides suggestionson customer service delivery.S ECTION 13—TOOLS FOR L EADING P ERFORMANCE13.1 Coaching and supporting the success of others 391➥Describes the conditions necessary for a successful coaching relationship andexplains the seven elements of the coaching process.13.2 Coaching High-Performers: An Overlooked Element of Success 395➥Clarifies the difference between problem-based coaching and high-performancecoaching, and provides steps to develop a style for coaching high-performers.13.3 Accountability Agreements: Defining accountability withinorganizations 399➥Helps leaders transform often unspoken and misunderstood jobs, roles, and employmentcontracts into explicit expectations, personal promises, and business results.13.4 Management by objectives 402➥Adapted to present-day realities, helps leaders set goals, then plan and managetoward achieving those goals.13.5 Urgency and importance: The essential elements of managingyour time 406➥Assists leaders to accept responsibility for their own development and to stay ontop of important and urgent work, while also accomplishing meaningful results inthe long term.13.6 Attribution theory: Assessing performance and behavior 409➥Challenges leaders to evaluate the performance of people, especially when thebehavior is difficult to evaluate objectively.13.7 Documenting employee performance and behavior 412➥Makes easier what is often a chore: keeping specific, accurate, current records on significantemployee performance and on-the-job behavior.A NNOTATED C ONTENTSxix