The Catalyst Effect : (Record no. 132584)
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| 000 -LEADER | |
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| fixed length control field | 08716nam a22005053i 4500 |
| 001 - CONTROL NUMBER | |
| control field | EBC5144927 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | MiAaPQ |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20240729131601.0 |
| 006 - FIXED-LENGTH DATA ELEMENTS--ADDITIONAL MATERIAL CHARACTERISTICS | |
| fixed length control field | m o d | |
| 007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION | |
| fixed length control field | cr cnu|||||||| |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 240724s2018 xx o ||||0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781787435513 |
| Qualifying information | (electronic bk.) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| Canceled/invalid ISBN | 9781787435520 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (MiAaPQ)EBC5144927 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (Au-PeEL)EBL5144927 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (CaPaEBR)ebr11502854 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (OCoLC)1020790236 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | MiAaPQ |
| Language of cataloging | eng |
| Description conventions | rda |
| -- | pn |
| Transcribing agency | MiAaPQ |
| Modifying agency | MiAaPQ |
| 050 #4 - LIBRARY OF CONGRESS CALL NUMBER | |
| Classification number | HF5549-5549.5 |
| 082 0# - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.4/022 |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Toomer, Jerry. |
| 245 14 - TITLE STATEMENT | |
| Title | The Catalyst Effect : |
| Remainder of title | 12 Skills and Behaviors to Boost Your Impact and Elevate Team Performance. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 1st ed. |
| 264 #1 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Place of production, publication, distribution, manufacture | Bingley : |
| Name of producer, publisher, distributor, manufacturer | Emerald Publishing Limited, |
| Date of production, publication, distribution, manufacture, or copyright notice | 2018. |
| 264 #4 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Date of production, publication, distribution, manufacture, or copyright notice | ©2018. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 1 online resource (230 pages) |
| 336 ## - CONTENT TYPE | |
| Content type term | text |
| Content type code | txt |
| Source | rdacontent |
| 337 ## - MEDIA TYPE | |
| Media type term | computer |
| Media type code | c |
| Source | rdamedia |
| 338 ## - CARRIER TYPE | |
| Carrier type term | online resource |
| Carrier type code | cr |
| Source | rdacarrier |
| 505 0# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Front Cover -- The Catalyst Effect -- Copyright Page -- Endorsement -- Dedication -- Contents -- Acknowledgments -- Foreword -- Preface -- What Creates a Catalyst Effect? -- Introduction: Catalytic Teamwork in Action -- Multiple Catalysts Propel Performance -- Why Managers Need Catalysts Now More Than Ever -- Catalytic Leadership and Teamwork -- Becoming a Catalyst: The 12 Catalytic Competencies -- Cornerstone 1: Building Credibility -- Trust, Integrity, and Credibility: Hallmarks of a Catalyst -- 1. Acts With Integrity and Inspires Trust -- It Takes More Than Just Showing Up -- What is Integrity? What is Trust? Why Are They So Important? -- Live Your Values Consistently -- Values: The Core of Who You Are -- Identifying and Demonstrating Your Values -- Recharge Your Trust Battery -- Integrity and Trust -- Conclusion -- 2. Communicates Clearly -- Communicating across Boundaries -- The Fundamentals of Effective Communication -- Nonverbal Communication -- Active and Reflective Listening -- Asking Open-Ended and Thought-Provoking Questions -- Open-Mindedness -- Communication Objectives -- Listener or Audience Assumptions -- Storytelling -- Feedback -- Content Value versus Volume -- The Challenger Communication Disaster -- Overcoming Communication Barriers -- Overcoming Skepticism and Objections -- Addressing Conflicting and Incomplete Data -- Combatting Arrogance -- Listening -- Questioning -- Feedback -- Prevailing over Groupthink -- Conclusion -- 3. Invigorates with Optimism -- Optimism Fuels Team Success -- Impact of Optimism -- Optimism in Practice -- Invigorating with Optimism Is Applied Psychological Capital -- The Impact of Pessimism -- How the McDonald's Crew Exemplifies Invigorating with Optimism -- Conclusion -- Cornerstone 2: Creating Cohesion -- Top Team Performance Requires Cohesion. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | What is the Purpose of a Team and What Makes It Cohesive? -- Build on Credibility to Create Cohesion -- 4. Connects Emotionally -- Empathy in Action -- The Power of Emotion -- Three Performance Challenges -- Preventing or Mitigating Performance-Suppressing Emotions -- Turning Around Performance-Suppressing Emotions -- Activating and Perpetuating Performance-Elevating Emotions -- Conclusion -- 5. Develops Camaraderie -- Camaraderie at McDonald's -- What Creates Camaraderie? -- Common Commitment to a Purpose -- Healthy Culture -- Mutual Respect among Team Members -- Workplace Friendships -- Conclusion -- 6. Puts the Team's Goals and the Organization's Mission before Personal Interests -- Igniting a Movement -- The Importance of Putting Team before Self -- Self versus Other or Self and Other -- Leadership, Sacrifice, and the Greater Good -- What Is Selflessness? -- Drivers of Selflessness -- Selflessness Aimed at the New Teammate -- Conclusion -- Cornerstone 3: Generating Momentum -- Progress Requires Momentum -- Inspire to Vigorously Achieve Lofty Goals -- 7. Energizes Others to Execute with the Mission in Mind -- Cycling and Energizing toward a Goal -- Breakaway -- Drafting -- Lead-Out Train -- Team Position within the Peloton -- Taking on the Skyuka Mountain -- Energize to Elevate Performance -- Promote Pride, Confidence, Belief, and a Robust Unified Team Spirit -- Identify What's at Stake -- Make the Mission and Vision Personally Meaningful -- Keep the Importance of the Mission and Its Benefits Uppermost in Coworkers' Minds -- Remind Others Regularly of the Personal Rewards and the Team's Rewards that Will Come with Success -- Convey a "Can-Do" Attitude. Catalysts Create Belief in What Is Possible -- Channel Execution -- Connect Individual and Team Goals with the Team's Mission and Vision -- Identify Team Milestones. Chart Progress. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Retain Focus on the Mission: Stop, Start, Continue -- Pursue a Synchronized Course of Action to Achieve Specific Outcomes -- Advocate for Taking Advantage of the Best Expertise on the Team for a Given Challenge -- Influence Discussions That Take Place Outside of Formal Meetings to Keep Teams Focused and On Course with the Mission and Vision -- Seek Fresh Perspectives on How to Invigorate, Improve, and Direct Team Performance -- Keep the Team on Track -- Conclusion -- 8. Upgrades and Rejuvenates Skills and Knowledge -- Revitalizing an Inner-City School: The Process That Created a Community of Catalysts -- Creating a Community of Catalysts -- Upgrading and Rejuvenating Our Own Skills -- Practice - and More Practice -- Experimentation -- Curiosity -- Team and Organizational Learning -- Practice Together -- Debriefing Sessions -- Team Problem-Solving -- Guiding and Assisting Each Other -- Experimentation -- Benchmarking and Team Best Practices -- Learning at the Organizational, Team, and Individual Levels: A Familiar Setting -- Conclusion -- 9. Leads and Follows -- Lead… Follow… Lead… Follow… -- Leading, Partnering, and Following -- The Art of Following -- What Makes a Good Follower? -- Conclusion -- Cornerstone 4: Amplifying Impact -- The Multiplier Effect: Success Requires Collective Commitment -- 10. Pursues Excellence -- Achieving Excellence -- How the 2014 NCAA Team Inspired Performance -- Excellence: What Does It Look Like? -- Understanding and Measuring Organizational Excellence -- The Individual Drive for Excellence -- Focus -- Passion and Commitment -- Passion and Grit -- Conclusion -- 11. Mentors and Coaches Others to Excel -- A Nurse Who Is Eager to Advance -- Managing and Supervising -- Mentoring -- Coaching -- Jenny: Reflections on Her Situation -- The Skills of Outstanding Mentors and Coaches -- Mentoring and Coaching in Practice. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Mentoring and Coaching in Organizational Settings: What Are the Differences? -- How Intel Approaches Mentoring -- Coaching Olympic Athletes -- Coaching and Mentoring in Education -- Paying It Forward -- Conclusion -- 12. Proposes Imaginative Solutions -- Catalytic Competencies Mastered -- Spurring Creative Ideas -- The Three-Part Pattern of Imaginative Solutions -- Wise People Committees -- Imaginative Ideas in Practice: What You Can Do to Activate Creativity -- Connections with the Expertise of Others Are Key -- Connections with Outside/Non-Job Phenomena Make a Difference -- Connections with Experience and Existing Knowledge -- Connections with Trends -- Complacency Is Dangerous -- Conclusion -- What's Next? Assessing and Developing Catalytic Competencies -- How Catalytic Are You? -- Step 1: Assess Yourself -- Step Two: Score Your Self-Assessment -- Step Three: Determine Current Strengths and Areas for Improvement within each of the 12 Competencies -- Let's Get Started -- Instructions -- How You Work Best with Others: A Self-Reflection in Practice -- References -- About the Authors -- Index. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Provides a practical, research-based roadmap for developing and applying twelve key competencies to multiply an individual's impact, elevate the performance of others, and accelerate progress toward mission-oriented goals, generating greater value. |
| 588 ## - SOURCE OF DESCRIPTION NOTE | |
| Source of description note | Description based on publisher supplied metadata and other sources. |
| 590 ## - LOCAL NOTE (RLIN) | |
| Local note | Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Teams in the workplace. |
| 655 #4 - INDEX TERM--GENRE/FORM | |
| Genre/form data or focus term | Electronic books. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Caldwell, Craig. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Weitzenkorn, Steve. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Clark, Chelsea. |
| 776 08 - ADDITIONAL PHYSICAL FORM ENTRY | |
| Relationship information | Print version: |
| Main entry heading | Toomer, Jerry |
| Title | The Catalyst Effect |
| Place, publisher, and date of publication | Bingley : Emerald Publishing Limited,c2018 |
| International Standard Book Number | 9781787435520 |
| 797 2# - LOCAL ADDED ENTRY--CORPORATE NAME (RLIN) | |
| Corporate name or jurisdiction name as entry element | ProQuest (Firm) |
| 856 40 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5144927">https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=5144927</a> |
| Public note | Click to View |
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