When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation badly and suffer the consequences; or read Crucial Conversations and discover how to communicate best when it matters most. This wise and witty guide gives you the tools you need to step up to life's most difficult and important conversations, say what's on your mind, and achieve positive outcomes that will amaze you.
Whether you're dealing with an underperforming employee, disagreeing with your spouse about money or child-rearing, negotiating with a difficult client, or simply saying "no," or "I'm sorry," or "I love you," we attempt or avoid difficult conversations every day. Based on fifteen years of research at the Harvard Negotiation Project, Difficult Conversations walks you through a step-by-step proven approach to having your toughest conversations with less stress and more success. You will learn: how to start the conversation without defensiveness why what is not said is as important as what is ways of keeping and regaining your balance in the face of attacks and accusations how to decipher the underlying structure of every difficult conversation Filled with examples from everyday life, Difficult Conversations will help you on the job, at home, or out in the world. It is a book you will turn to again and again for advice, practical skills, and reassurance.
Virtually all job hunting experts agree that networking is the best way to find a great job. But most people don't have connections to the decision makers who do the hiring. And "networking" books, which are mostly written by and for salespeople, suggest aggressive tactics, often confusing these with real networking. They focus on building a powerful network over the course of a lifetime. But when you need a new job, you don't have time to build a huge, powerful network. You've got to use the network you already have. Orville Pierson, a top expert in job hunting, tells you how to succeed by effectively using your current circle of contacts. He cuts through the myths and misunderstandings to show you how millions of job hunters have networked their way to great new jobs. Highly Effective Networking empowers you to: -Use a small network to reach dozens of insiders and decision makers. -Get the right message to the right people, even if you have never met them. -Create a project plan to organize your networking efforts. -Speak effectively and comfortably with your networking contacts. -Talk to decision makers before the job opening is announced. Networking in job hunting is different than other networking. You don't have to hobnob with the rich and famous. There's no need for aggressive sales tactics. You just need to understand how real networking fits into your job search, and then be systematic about doing it.
Would you rather get a root canal than schmooze with a bunch of strangers? Does the phrase "working a room" make you want to retreat to yours? Is small talk a big problem? Devora Zack used to be just like you-in fact, she still is. But she's also a successful consultant who addresses thousands of people each year, and she didn't change her personality to do it. Quite the contrary. Zack politely examines and then smashes to tiny fragments the "dusty old rules" of standard networking advice. You don't have to become a backslapping extrovert or even learn how to fake it. Incredible as it seems, the very traits that make you hate networking can be harnessed to forge an approach even more effective than traditional techniques. It's a different kind of networking-and it works. Networking enables you to accomplish the goals that are most important to you. But you can't adopt a style that isn't true to who you are. "I have never met a person who did not benefit tremendously from learning how to network-on his or her own terms," Zack writes. "You do not succeed by denying your natural temperament; you succeed by working with your strengths."
Beginning academic scientists face a variety of challenges in setting up their laboratories. This books helps new investigators think strtegically and "make the righr moves." It offers a collection of practical advice, experiences, and opinions from seasoned biomedical investigators, and provides a valuable resource on scientific management for any tenure-track laboratory researcher at a university or medical center, as well as for scientists pursuing other career tracks.
Scientists are trained in scholarship and technical skills but not, typically, in how to deal with their peers, supervisors, or staff who report to them. Yet even a first-rate research project can fail or flounder if the people concerned can't get along. Lab Dynamics is a book about the challenges of doing science and dealing with the individuals involved, including yourself. The authors, a scientist and a psychotherapist, draw on principles of group and behavioral psychology but speak to scientists in their own language about their own experiences. They offer in-depth, practical advice, real-life examples, and exercises tailored to scientific and technical workplaces on topics as diverse as conflict resolution, negotiation, dealing with supervision, working with competing peers, and making transitions between academia and industry. This is a uniquely valuable contribution to the scientific literature, on a subject of direct importance to lab heads, postdocs, and students. It is also required reading for senior staff concerned about improving efficiency and effectiveness in academic and industrial research settings.
Since 2002, the first edition of this best-selling book has helped thousands of newly appointed principal investigators successfully transition to running their own labs. But changes in technology continue to transform the way science is done, affecting ways in which labs communicate andcollaborate, organize data and supplies, and keep current on the latest developments. The culture of science has also evolved, as more scientists explore non-academic career paths, seek new ways to communicate information and ideas, and acquire skills and knowledge outside of their field. In thesecond edition of this book, Kathy Barker has substantially revised the text, offering PIs advice on adapting to the changes and challenges that the years have brought.New topics include collaboration contracts, performance evaluations, communicating with non-scientists, tips for succeeding on the tenure track, and professional development. With this book as a guide, any new or aspiring PI will be well-equipped to manage personnel, time, and institutionalresponsibilities with confidence.
The mentoring curriculum presented in this manual is adapted fromEntering Mentoringby Jo Handelsman, Christine Pfund, Sarah Miller and Christine Maidl Pribbenow. The materials presented inEntering Mentoringprovide the basis for research mentor training tailored to the needs of diverse mentors and mentees in various settings.
The international bestseller and globally acknowledged bible on leadership and career transitions Fully a quarter of all managers in major corporations enter new leadership roles each year. Whether their assignments involve starting a new job, being promoted internally, or embarking on an international assignment, how new leaders manage their transitions can mean the difference between success and failure. In The First 90 Days, Michael D. Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. Concise and practical, The First 90 Days walks managers through every aspect of the transition, from mental preparation to forging the right alliances to securing critical early wins. Through vivid examples of successes and failures at all levels, Michael Watkins identifies the most common pitfalls new leaders encounter and provides tools and strategies for how to avoid them. As hundreds of thousands of readers already know, The First 90 Days is your roadmap for taking charge quickly and effectively during critical career transition periods--whether you're a first-time manager, a midcareer professional on your way up, or a newly minted CEO. Published by Harvard Business Review Press.
Wall Street Journal Bestseller A thought-provoking, accessible, and essential exploration of why some leaders (“Diminishers”) drain capability and intelligence from their teams, while others (“Multipliers”) amplify it to produce better results. Including a foreword by Stephen R. Covey, as well the five key disciplines that turn smart leaders into genius makers, Multipliers is a must-read for everyone from first-time managers to world leaders.
Whether you are a student or an established scientist, researcher, or engineer, you can learn to be more innovative. In Innovation Generation, internationally renowned physician and scientist Roberta Ness provides all the tools you need to cast aside your habitual ways of navigating theevery-day world and to think "outside the box." Based on an extraordinarily successful program at the University of Texas, this book provides proven techniques to expand your ability to generate original ideas.These tools include analogy, expanding assumptions, pulling questions apart, changing your point of view, reversing your thinking, and getting the most out of multidisciplinary groups, to name a few. Woven into the discussion are engaging stories of famous scientists who found fresh paths toinnovation, including groundbreaking primate scientist Jane Goodall, father of lead research Herb Needleman, and physician Ignaz Semmelweis, whose discovery of infection control saved millions. Finally, the book shows how to combine your newly acquired skills in innovative thinking with the normalprocess of scientific thinking, so that your new abilities are more than playthings. Innovation will power your science.
It's a tough time to be a scientist: universities are shuttering science departments, federal funding agencies are facing flat budgets, and many newspapers have dropped their science sections altogether. But according to Marc Kuchner, this antiscience climate doesn't have to equal a career death knell-it just means scientists have to be savvier about promoting their work and themselves. In Marketing for Scientists, he provides clear, detailed advice about how to land a good job, win funding, and shape the public debate. As an astrophysicist at NASA, Kuchner knows that "marketing" can seem like a superficial distraction, whether your daily work is searching for new planets or seeking a cure for cancer. In fact, he argues, it's a critical component of the modern scientific endeavor, not only advancing personal careers but also society's knowledge. Kuchner approaches marketing as a science in itself. He translates theories about human interaction and sense of self into methods for building relationships-one of the most critical skills in any profession. And he explains how to brand yourself effectively-how to get articles published, give compelling presentations, use social media like Facebook and Twitter, and impress potential employers and funders. Like any good scientist, Kuchner bases his conclusions on years of study and experimentation. In Marketing for Scientists, he distills the strategies needed to keep pace in a Web 2.0 world.