Four Secrets to Liking Your Work: You May Not Need to Quit to Get the Job You Want: You May Not Need to Quit to Get the Job You Want

Cover
Contents
Acknowledgments
About the Authors
Prologue: Monday Morning Dread
Chapter 1: The Trouble with Work
	Do We All Hate Our Jobs?
	The People Problem
	The Personal Cost
	The Beginning
		Venting
		Should I Stay or Should I Go?
	Seeing Differently Through Models
		Change the Situation
		Leave the Situation
		First, Change Your Perspective
	The Magic of Perspective
		Glasses without Frames
		Wearing New Glasses
		Changing Perspective: An Exercise
		About Perspective Shift
	Tips for the Journey
		Stay Employed
		Stay Engaged
		Be Supported
		Be Selective
		Drive the Change
		Own the Wins
		Stay Positive
		Read the Stories
		Do the Work
		Get Organized
		“Rinse and Repeat”
	Homework: Before, During, and After
		Before Work
		At Work
		After Work
Chapter 2: How People Act
	Dr. Fisher’s Story
	Secret 1: Observe Behavior
		Not a New Idea
		Behavior Defined
	Two Key Differences
		Differences in “Focus”: Task Versus People
		Differences in “Approach”: Reflective Versus Assertive
		From Two Questions to Four Styles
	Behavioral Styles in Detail
		Task Focused + Assertive = Direct
		People Focused + Assertive = Inspire
		People Focused + Reflective = Stabilize
		Task Focused + Reflective = Regulate
	From Theory to Practice
Chapter 3: Watching the Action
	Jamal’s Story
	Behavior in Action
		Conflict Between Styles
		Myself, My Colleagues, My Job
	Using Your New Perspective
		Observe without Judgment
		Categorize Behavior, not People
		Use Your Experience; Don’t Let It Use You
		Answer Only If You Can
	Your New Perspective, Revisited
		The Easy-View Summary
	Homework: Before, During, and After
		Before Work
		At Work
		After Work
	Want More?
Chapter 4: Why People Act
	Edward Muzio’s Story
	Secret 2: Master Motivation
		How Versus Why
		Motivation Defined
		Motivation Versus Survival
	Building the Six Factors
		Three Kinds of “Why”
		Invisible Versus Visible
		Six Motivating Factors
		Connecting Questions to Motivation
		Answering the Two Questions
	Six Factors in Detail
		Task + Visible = Results
		Task + Invisible = Truth
		People + Visible = Assistance
		People + Invisible = Power
		Process + Visible = Structure
		Process + Invisible = Form
	From Theory to Practice
Chapter 5: Figuring Out Why
	Ariel’s Story
	Motivation in Action
		Motivational Conflict
		Myself, My Colleagues, My Job
	Using Your New Perspective
		Learn, Don’t Judge
		One Observation is not a Conclusion
		Describe Motivators, not People
		Stay Honest
		The Easy-View Summary
	Homework: Before, During, and After
		Before Work
		At Work
		After Work
Chapter 6: What People Do
	Erv Thomas’ Story
	Secret 3: Harmonize Tasks
		The What
		Task Perks Defined
		Finding Positive Job Experiences
		The Importance of Task Feedback
	Types of Task
		Task Type Defined
		Predictability
		Urgency
		Determining Task Type
		The Task Type Matrix
	Task Types in Detail
		Anticipated + Deliberate = Long Range
		Anticipated + Immediate = Methodical
		Unforseen + Immediate = Quick-Fix
		Unforseen + Deliberate = Adjustable
	From Theory to Practice
Chapter 7: Do What You Like
	Conrad’s Story
	Task Balance in Action
		Task Type Conflict
		Myself, My Colleagues, My Job
	Using Your New Perspective
		Think in Blends, not in Absolutes
		Change Type When you Change Task
		Convert Task Types with Care
		Set Up for Success
		The Easy-View Summary
	Homework: Before, During, and After
		Before Work
		At Work
		After Work
	Want More?
Chapter 8: Got Skills?
	Millie’s Story
	Secret 4: Get the Right Skills
		Skills Defined
		One Simple Question
	Two Kinds of Skills
		Hard Skills
		Soft Skills
	Seeing “Skills”
		The Eyes of Others
		Change Your Own View: An Exercise
	Developing “Skills”
		Developing Hard Skills
		Developing Soft Skills
		What If I Can’t Get It?
	Using Your New Perspective
		Beware of Bias
		“Mind Your Own…Skills”
		Silently Notice the Skills of Others
		Avoid Judgment and Certainty
		The Easy-View Summary
	Homework: Before, During, and After
		Before Work
		During Work
		After Work
	Want More?
Chapter 9: A Bird’s Eye View
	Jim’s Story
	The Bird’s Eye View
	A Still Broader View
		The Third Person, Revisited
		Sources of Pain
		Your Pain: An Exercise
		Your Critical Few: An Exercise
	Finding Solutions
		Interpretation
		From Interpretation to Action
		Staying Open
	Should I Stay or Should I Go?
		Me Versus My Job
		Our “Relationship”
		No Decision: The Best Decision
		For the Moment
	Taking the Broadest Perspective
		Use Emotional Cues
		Use the Third Person
		Solve the Right Problem
		Be Supported
	In Closing: Steer Your Own Ship
Appendix
Notes
Index
	A–B
	C–D
	E–F
	G–H
	I–J
	K–L
	M
	N–O
	P
	Q–R
	S
	T
	U–V
	W–Z