Alchemy for Managers: Turning experience into achievement by Tom Reeves

By Tom Reeves

Alchemy for Managers demonstrates how one can enhance your self in the course of the real adventure of coping with. Alchemy for Managers exhibits: - how one can use your sensible event as a self-contained capacity to boost your self - with no need to move on a path - how your individual tasks can improve your competence in either management and administration - how coping with exterior activities and your inner suggestion approaches should be introduced jointly in an built-in, holistic method. Interactive and interesting sort Real-life circumstances and reviews written by means of managers on the chalkface

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Additional resources for Alchemy for Managers: Turning experience into achievement

Sample text

You learn from the actual doing. You learn from reflection on the experience. Attaining a new level of achievement develops you. The personal insight gained from the experience enables you to develop. But above all, you develop from attaining a new level of achievement. The approach to learning from experience taken in this book owes much to the ideas of ‘action learning’ (Revans, 1971. 1983; McGill and Beatie, 1992; Pedler, 1991). I t dispenses, though, with many of the procedures one might expect to find on many orthodox action-learning programmes.

Understandingmeans becoming aware of how we explain why people behave as they do, checking our theory about people against what we observe, and then modifying or changing our theory. No two ‘successful selves’ are the same. However, ‘successful selves’ can be defined in a very general way as: Feeling valuable, self-accepting and self-confident. Not engaged in a constant battle to preserve their persona intact pride does not block them from changing Flexible and creative in developing themselves, in ways that are congruent with their sense of who they are and their purpose in life.

Clayton Lafferty and Human Synergistics-Verax: Life-style A manager’s ‘life-style profile’ is measured on twelve dimensions of behaviour. Positive and negative traits for each of the twelve dimensions include: Positive traits Negative traits In relation to people: Active and open - self-reliant vs - open to new ideas passive and defensive - needing approval - conforming to rules - dependent - independent - self-condemning/ - confident. apprehensive. In relation to tasks and performance: Constructive vs - accommodating/tolerant aggressive or defensive - criticakceptical - domineering - adaptable - co-operative - accepting.

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