Leading Yourself: Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables)
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31576249 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (243 Seiten) |
| ISBN: | 9781394238712 |
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| 245 | 1 | 0 | |a Leading Yourself |b Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Why I Wrote This Book -- Defining Your End Game -- What We Want Out of Work -- What We Hate About Work -- What If . . . -- Part I Mindset: Managing the Space Between Your Ears -- Chapter 1 Finding Purpose in a Normal Job -- The Purpose Backstory -- You're More Than Your Job -- It's OK If You're Not Passionate -- Purpose and Our Health -- Purpose Creates Performance -- When Your Company Has a "Purpose" But You Don't Feel It -- How to Find Your Purpose (Amongst Your Deliverables) -- Option 1: Articulate Your Ripple Effect -- Option 2: Explore Absence -- Option 3: Let Other People Tell You -- There's No Guarantee -- Chapter 2 You See What You Look For -- "Nobody Wants to Work Anymore" and Other Workplace Lies -- "Nobody Wants to Work Anymore" -- "This Generation's Young People Are Entitled and Lazy" -- "Nice Guys Finish Last" -- "Important People Are Soooo Busy" -- Dissolving Your Own Load-Bearing Neural Pathways -- Adding Support Beams -- The Risk of Toxic Positivity -- When It (Inevitably) Still Goes to Shit -- Chapter 3 Quiet Fear -- The Upside -- Deciding When to Go for It -- Own Your Potential -- Chapter 4 Embrace Change and Uncertainty -- This Is Your Chance -- Lose Your Attachment to Sunk Costs -- Avoiding the Ick of "Startup Culture" -- The Lens on Innovation -- The Authority of Decision-Making -- The Internal Infrastructure -- The Available Resources -- The Flow of Money -- Don't Wait for Everything to Be "Settled" -- Part II Behavior: Showing Up as Your Best Self (Most of the Time) -- Chapter 5 Hit Goals with Momentum -- The Overpromising Trap -- The Plate Spinner -- The Hockey Stick Projection -- The "On Their Behalf" Promise -- Why Performance Reviews Result in Mediocre Goals -- Goals Default to Weaknesses -- Goals Are Directive | |
| 505 | 8 | |a Good-Enough Goals (That Your Manager Will Approve Of) -- If (When) You Fall Short -- The Magic Is in the Pursuit -- Chapter 6 Don't Look for Energy - Create It -- Your Boss Doesn't Care About Your Enneagram -- Start Where It Feels Fun -- Block Your Sprints -- Confirm and Reconfirm the Prioritization -- Create a Cadence -- Ask for Autonomy with Specificity -- Politely Push Back on Interruptions -- Work from Where? -- Enduring Things (or People) Who Make You Tired -- Give Your Brain the Learning Fuel It Craves -- Chapter 7 Know When to Phone It In -- Be Invaluable, Not Indispensable -- Choosing What Matters and What Doesn't -- Nobody Is Going to Bleed Out on the Table -- Beyond Your 9 to 5 -- Overcoming the Mental Hurdle -- Part III Working with Other People (Even Annoying Ones) -- Chapter 8 Boss Management -- Your Boss Is Not Your Servant (and You Aren't Theirs, Either) -- Beyond Status Updates: Making Your 1-1 Impactful -- Surviving Your Boss's (Annoying) Idiosyncrasies -- The No-Drama Llama: High Clarity, Low Control -- Whisper in the Wind: Low Clarity, Low Control -- Drill Sergeants: High Clarity, High Control -- Oddly Obsessive: Low Clarity, High Control -- They're (Probably) Not Doing It On Purpose -- How to Temporarily Work for an Asshole -- Repeat Their Expectations Back to Them and Get It in Writing -- Use "You-Told-Me" Statements -- Stop Leaks -- Add a Buffer -- Making the Most of an OK-Enough Boss -- Chapter 9 Disagree and Commit -- Trust the Experts -- Disagree and Commit in Action -- Appeasing the Illusive Corporate Overlords -- Determining Your Hill to Die On -- Positive Intent and Positive Impact -- Positive Intent and Negative Impact -- Negative Intent and Positive Impact -- Negative Intent and Negative Impact -- You Always Get to Decide One Thing: Your Response -- Chapter 10 Feedback Without the Awkwardness | |
| 505 | 8 | |a Asking for Feedback: A Lesson from Cartoonists -- Timing -- Strength -- Scope -- A Clear Ask -- The Feedback Behind the Feedback -- Assess, Don't Obsess -- Trap 1: Over-Asking -- Trap 2: Failing to Consider the Source -- Trap 3: Over-Indexing on Negative Feedback -- Don't Make Other People Pay the Price for Your Discomfort -- Chapter 11 All Those Other People -- The Misery of Unmet Expectations -- Defining Expectations (Without Being a Jerk) -- Predicting When Expectations Will Not Be Met -- Safeguarding Yourself Against Negativity -- Friends at Work -- Dealing with Lazy Ants -- Who Is the Common Denominator? -- Giving the Benefit of the Doubt (Even to People Who Seemingly Don't Deserve It) -- Chapter 12 Your Next Play -- Don't Linger Too Long -- Honing in on Your Superpower -- Networking (Ugh) -- Don't Burn Bridges . . . Except in These Three Situations -- The Person (or Company) Has a Terrible Reputation -- You Already Tried (Many Times) to Be Diplomatic -- There's Something Undeniably Weird Going On -- When It Doesn't Go According to Plan -- When It Does Go According to Plan . . . and Still Feels Bad -- Listening to Your Gut When Your Gut Has Anxiety -- Conclusion -- Notes -- Acknowledgments -- About the Author -- Index -- EULA. | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Lotardo, Elizabeth |t Leading Yourself |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781394238705 |
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| _version_ | 1818992326902546432 |
|---|---|
| any_adam_object | |
| author | Lotardo, Elizabeth |
| author_facet | Lotardo, Elizabeth |
| author_role | aut |
| author_sort | Lotardo, Elizabeth |
| author_variant | e l el |
| building | Verbundindex |
| bvnumber | BV049877197 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Why I Wrote This Book -- Defining Your End Game -- What We Want Out of Work -- What We Hate About Work -- What If . . . -- Part I Mindset: Managing the Space Between Your Ears -- Chapter 1 Finding Purpose in a Normal Job -- The Purpose Backstory -- You're More Than Your Job -- It's OK If You're Not Passionate -- Purpose and Our Health -- Purpose Creates Performance -- When Your Company Has a "Purpose" But You Don't Feel It -- How to Find Your Purpose (Amongst Your Deliverables) -- Option 1: Articulate Your Ripple Effect -- Option 2: Explore Absence -- Option 3: Let Other People Tell You -- There's No Guarantee -- Chapter 2 You See What You Look For -- "Nobody Wants to Work Anymore" and Other Workplace Lies -- "Nobody Wants to Work Anymore" -- "This Generation's Young People Are Entitled and Lazy" -- "Nice Guys Finish Last" -- "Important People Are Soooo Busy" -- Dissolving Your Own Load-Bearing Neural Pathways -- Adding Support Beams -- The Risk of Toxic Positivity -- When It (Inevitably) Still Goes to Shit -- Chapter 3 Quiet Fear -- The Upside -- Deciding When to Go for It -- Own Your Potential -- Chapter 4 Embrace Change and Uncertainty -- This Is Your Chance -- Lose Your Attachment to Sunk Costs -- Avoiding the Ick of "Startup Culture" -- The Lens on Innovation -- The Authority of Decision-Making -- The Internal Infrastructure -- The Available Resources -- The Flow of Money -- Don't Wait for Everything to Be "Settled" -- Part II Behavior: Showing Up as Your Best Self (Most of the Time) -- Chapter 5 Hit Goals with Momentum -- The Overpromising Trap -- The Plate Spinner -- The Hockey Stick Projection -- The "On Their Behalf" Promise -- Why Performance Reviews Result in Mediocre Goals -- Goals Default to Weaknesses -- Goals Are Directive Good-Enough Goals (That Your Manager Will Approve Of) -- If (When) You Fall Short -- The Magic Is in the Pursuit -- Chapter 6 Don't Look for Energy - Create It -- Your Boss Doesn't Care About Your Enneagram -- Start Where It Feels Fun -- Block Your Sprints -- Confirm and Reconfirm the Prioritization -- Create a Cadence -- Ask for Autonomy with Specificity -- Politely Push Back on Interruptions -- Work from Where? -- Enduring Things (or People) Who Make You Tired -- Give Your Brain the Learning Fuel It Craves -- Chapter 7 Know When to Phone It In -- Be Invaluable, Not Indispensable -- Choosing What Matters and What Doesn't -- Nobody Is Going to Bleed Out on the Table -- Beyond Your 9 to 5 -- Overcoming the Mental Hurdle -- Part III Working with Other People (Even Annoying Ones) -- Chapter 8 Boss Management -- Your Boss Is Not Your Servant (and You Aren't Theirs, Either) -- Beyond Status Updates: Making Your 1-1 Impactful -- Surviving Your Boss's (Annoying) Idiosyncrasies -- The No-Drama Llama: High Clarity, Low Control -- Whisper in the Wind: Low Clarity, Low Control -- Drill Sergeants: High Clarity, High Control -- Oddly Obsessive: Low Clarity, High Control -- They're (Probably) Not Doing It On Purpose -- How to Temporarily Work for an Asshole -- Repeat Their Expectations Back to Them and Get It in Writing -- Use "You-Told-Me" Statements -- Stop Leaks -- Add a Buffer -- Making the Most of an OK-Enough Boss -- Chapter 9 Disagree and Commit -- Trust the Experts -- Disagree and Commit in Action -- Appeasing the Illusive Corporate Overlords -- Determining Your Hill to Die On -- Positive Intent and Positive Impact -- Positive Intent and Negative Impact -- Negative Intent and Positive Impact -- Negative Intent and Negative Impact -- You Always Get to Decide One Thing: Your Response -- Chapter 10 Feedback Without the Awkwardness Asking for Feedback: A Lesson from Cartoonists -- Timing -- Strength -- Scope -- A Clear Ask -- The Feedback Behind the Feedback -- Assess, Don't Obsess -- Trap 1: Over-Asking -- Trap 2: Failing to Consider the Source -- Trap 3: Over-Indexing on Negative Feedback -- Don't Make Other People Pay the Price for Your Discomfort -- Chapter 11 All Those Other People -- The Misery of Unmet Expectations -- Defining Expectations (Without Being a Jerk) -- Predicting When Expectations Will Not Be Met -- Safeguarding Yourself Against Negativity -- Friends at Work -- Dealing with Lazy Ants -- Who Is the Common Denominator? -- Giving the Benefit of the Doubt (Even to People Who Seemingly Don't Deserve It) -- Chapter 12 Your Next Play -- Don't Linger Too Long -- Honing in on Your Superpower -- Networking (Ugh) -- Don't Burn Bridges . . . Except in These Three Situations -- The Person (or Company) Has a Terrible Reputation -- You Already Tried (Many Times) to Be Diplomatic -- There's Something Undeniably Weird Going On -- When It Doesn't Go According to Plan -- When It Does Go According to Plan . . . and Still Feels Bad -- Listening to Your Gut When Your Gut Has Anxiety -- Conclusion -- Notes -- Acknowledgments -- About the Author -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC31576249 (ZDB-30-PAD)EBC31576249 (ZDB-89-EBL)EBL31576249 (OCoLC)1450839449 (DE-599)BVBBV049877197 |
| dewey-full | 650.1 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 650 - Management and auxiliary services |
| dewey-raw | 650.1 |
| dewey-search | 650.1 |
| dewey-sort | 3650.1 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049877197 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T20:24:23Z |
| institution | BVB |
| isbn | 9781394238712 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035216646 |
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| spelling | Lotardo, Elizabeth Verfasser aut Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (243 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Why I Wrote This Book -- Defining Your End Game -- What We Want Out of Work -- What We Hate About Work -- What If . . . -- Part I Mindset: Managing the Space Between Your Ears -- Chapter 1 Finding Purpose in a Normal Job -- The Purpose Backstory -- You're More Than Your Job -- It's OK If You're Not Passionate -- Purpose and Our Health -- Purpose Creates Performance -- When Your Company Has a "Purpose" But You Don't Feel It -- How to Find Your Purpose (Amongst Your Deliverables) -- Option 1: Articulate Your Ripple Effect -- Option 2: Explore Absence -- Option 3: Let Other People Tell You -- There's No Guarantee -- Chapter 2 You See What You Look For -- "Nobody Wants to Work Anymore" and Other Workplace Lies -- "Nobody Wants to Work Anymore" -- "This Generation's Young People Are Entitled and Lazy" -- "Nice Guys Finish Last" -- "Important People Are Soooo Busy" -- Dissolving Your Own Load-Bearing Neural Pathways -- Adding Support Beams -- The Risk of Toxic Positivity -- When It (Inevitably) Still Goes to Shit -- Chapter 3 Quiet Fear -- The Upside -- Deciding When to Go for It -- Own Your Potential -- Chapter 4 Embrace Change and Uncertainty -- This Is Your Chance -- Lose Your Attachment to Sunk Costs -- Avoiding the Ick of "Startup Culture" -- The Lens on Innovation -- The Authority of Decision-Making -- The Internal Infrastructure -- The Available Resources -- The Flow of Money -- Don't Wait for Everything to Be "Settled" -- Part II Behavior: Showing Up as Your Best Self (Most of the Time) -- Chapter 5 Hit Goals with Momentum -- The Overpromising Trap -- The Plate Spinner -- The Hockey Stick Projection -- The "On Their Behalf" Promise -- Why Performance Reviews Result in Mediocre Goals -- Goals Default to Weaknesses -- Goals Are Directive Good-Enough Goals (That Your Manager Will Approve Of) -- If (When) You Fall Short -- The Magic Is in the Pursuit -- Chapter 6 Don't Look for Energy - Create It -- Your Boss Doesn't Care About Your Enneagram -- Start Where It Feels Fun -- Block Your Sprints -- Confirm and Reconfirm the Prioritization -- Create a Cadence -- Ask for Autonomy with Specificity -- Politely Push Back on Interruptions -- Work from Where? -- Enduring Things (or People) Who Make You Tired -- Give Your Brain the Learning Fuel It Craves -- Chapter 7 Know When to Phone It In -- Be Invaluable, Not Indispensable -- Choosing What Matters and What Doesn't -- Nobody Is Going to Bleed Out on the Table -- Beyond Your 9 to 5 -- Overcoming the Mental Hurdle -- Part III Working with Other People (Even Annoying Ones) -- Chapter 8 Boss Management -- Your Boss Is Not Your Servant (and You Aren't Theirs, Either) -- Beyond Status Updates: Making Your 1-1 Impactful -- Surviving Your Boss's (Annoying) Idiosyncrasies -- The No-Drama Llama: High Clarity, Low Control -- Whisper in the Wind: Low Clarity, Low Control -- Drill Sergeants: High Clarity, High Control -- Oddly Obsessive: Low Clarity, High Control -- They're (Probably) Not Doing It On Purpose -- How to Temporarily Work for an Asshole -- Repeat Their Expectations Back to Them and Get It in Writing -- Use "You-Told-Me" Statements -- Stop Leaks -- Add a Buffer -- Making the Most of an OK-Enough Boss -- Chapter 9 Disagree and Commit -- Trust the Experts -- Disagree and Commit in Action -- Appeasing the Illusive Corporate Overlords -- Determining Your Hill to Die On -- Positive Intent and Positive Impact -- Positive Intent and Negative Impact -- Negative Intent and Positive Impact -- Negative Intent and Negative Impact -- You Always Get to Decide One Thing: Your Response -- Chapter 10 Feedback Without the Awkwardness Asking for Feedback: A Lesson from Cartoonists -- Timing -- Strength -- Scope -- A Clear Ask -- The Feedback Behind the Feedback -- Assess, Don't Obsess -- Trap 1: Over-Asking -- Trap 2: Failing to Consider the Source -- Trap 3: Over-Indexing on Negative Feedback -- Don't Make Other People Pay the Price for Your Discomfort -- Chapter 11 All Those Other People -- The Misery of Unmet Expectations -- Defining Expectations (Without Being a Jerk) -- Predicting When Expectations Will Not Be Met -- Safeguarding Yourself Against Negativity -- Friends at Work -- Dealing with Lazy Ants -- Who Is the Common Denominator? -- Giving the Benefit of the Doubt (Even to People Who Seemingly Don't Deserve It) -- Chapter 12 Your Next Play -- Don't Linger Too Long -- Honing in on Your Superpower -- Networking (Ugh) -- Don't Burn Bridges . . . Except in These Three Situations -- The Person (or Company) Has a Terrible Reputation -- You Already Tried (Many Times) to Be Diplomatic -- There's Something Undeniably Weird Going On -- When It Doesn't Go According to Plan -- When It Does Go According to Plan . . . and Still Feels Bad -- Listening to Your Gut When Your Gut Has Anxiety -- Conclusion -- Notes -- Acknowledgments -- About the Author -- Index -- EULA. Erscheint auch als Druck-Ausgabe Lotardo, Elizabeth Leading Yourself Newark : John Wiley & Sons, Incorporated,c2024 9781394238705 |
| spellingShingle | Lotardo, Elizabeth Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Why I Wrote This Book -- Defining Your End Game -- What We Want Out of Work -- What We Hate About Work -- What If . . . -- Part I Mindset: Managing the Space Between Your Ears -- Chapter 1 Finding Purpose in a Normal Job -- The Purpose Backstory -- You're More Than Your Job -- It's OK If You're Not Passionate -- Purpose and Our Health -- Purpose Creates Performance -- When Your Company Has a "Purpose" But You Don't Feel It -- How to Find Your Purpose (Amongst Your Deliverables) -- Option 1: Articulate Your Ripple Effect -- Option 2: Explore Absence -- Option 3: Let Other People Tell You -- There's No Guarantee -- Chapter 2 You See What You Look For -- "Nobody Wants to Work Anymore" and Other Workplace Lies -- "Nobody Wants to Work Anymore" -- "This Generation's Young People Are Entitled and Lazy" -- "Nice Guys Finish Last" -- "Important People Are Soooo Busy" -- Dissolving Your Own Load-Bearing Neural Pathways -- Adding Support Beams -- The Risk of Toxic Positivity -- When It (Inevitably) Still Goes to Shit -- Chapter 3 Quiet Fear -- The Upside -- Deciding When to Go for It -- Own Your Potential -- Chapter 4 Embrace Change and Uncertainty -- This Is Your Chance -- Lose Your Attachment to Sunk Costs -- Avoiding the Ick of "Startup Culture" -- The Lens on Innovation -- The Authority of Decision-Making -- The Internal Infrastructure -- The Available Resources -- The Flow of Money -- Don't Wait for Everything to Be "Settled" -- Part II Behavior: Showing Up as Your Best Self (Most of the Time) -- Chapter 5 Hit Goals with Momentum -- The Overpromising Trap -- The Plate Spinner -- The Hockey Stick Projection -- The "On Their Behalf" Promise -- Why Performance Reviews Result in Mediocre Goals -- Goals Default to Weaknesses -- Goals Are Directive Good-Enough Goals (That Your Manager Will Approve Of) -- If (When) You Fall Short -- The Magic Is in the Pursuit -- Chapter 6 Don't Look for Energy - Create It -- Your Boss Doesn't Care About Your Enneagram -- Start Where It Feels Fun -- Block Your Sprints -- Confirm and Reconfirm the Prioritization -- Create a Cadence -- Ask for Autonomy with Specificity -- Politely Push Back on Interruptions -- Work from Where? -- Enduring Things (or People) Who Make You Tired -- Give Your Brain the Learning Fuel It Craves -- Chapter 7 Know When to Phone It In -- Be Invaluable, Not Indispensable -- Choosing What Matters and What Doesn't -- Nobody Is Going to Bleed Out on the Table -- Beyond Your 9 to 5 -- Overcoming the Mental Hurdle -- Part III Working with Other People (Even Annoying Ones) -- Chapter 8 Boss Management -- Your Boss Is Not Your Servant (and You Aren't Theirs, Either) -- Beyond Status Updates: Making Your 1-1 Impactful -- Surviving Your Boss's (Annoying) Idiosyncrasies -- The No-Drama Llama: High Clarity, Low Control -- Whisper in the Wind: Low Clarity, Low Control -- Drill Sergeants: High Clarity, High Control -- Oddly Obsessive: Low Clarity, High Control -- They're (Probably) Not Doing It On Purpose -- How to Temporarily Work for an Asshole -- Repeat Their Expectations Back to Them and Get It in Writing -- Use "You-Told-Me" Statements -- Stop Leaks -- Add a Buffer -- Making the Most of an OK-Enough Boss -- Chapter 9 Disagree and Commit -- Trust the Experts -- Disagree and Commit in Action -- Appeasing the Illusive Corporate Overlords -- Determining Your Hill to Die On -- Positive Intent and Positive Impact -- Positive Intent and Negative Impact -- Negative Intent and Positive Impact -- Negative Intent and Negative Impact -- You Always Get to Decide One Thing: Your Response -- Chapter 10 Feedback Without the Awkwardness Asking for Feedback: A Lesson from Cartoonists -- Timing -- Strength -- Scope -- A Clear Ask -- The Feedback Behind the Feedback -- Assess, Don't Obsess -- Trap 1: Over-Asking -- Trap 2: Failing to Consider the Source -- Trap 3: Over-Indexing on Negative Feedback -- Don't Make Other People Pay the Price for Your Discomfort -- Chapter 11 All Those Other People -- The Misery of Unmet Expectations -- Defining Expectations (Without Being a Jerk) -- Predicting When Expectations Will Not Be Met -- Safeguarding Yourself Against Negativity -- Friends at Work -- Dealing with Lazy Ants -- Who Is the Common Denominator? -- Giving the Benefit of the Doubt (Even to People Who Seemingly Don't Deserve It) -- Chapter 12 Your Next Play -- Don't Linger Too Long -- Honing in on Your Superpower -- Networking (Ugh) -- Don't Burn Bridges . . . Except in These Three Situations -- The Person (or Company) Has a Terrible Reputation -- You Already Tried (Many Times) to Be Diplomatic -- There's Something Undeniably Weird Going On -- When It Doesn't Go According to Plan -- When It Does Go According to Plan . . . and Still Feels Bad -- Listening to Your Gut When Your Gut Has Anxiety -- Conclusion -- Notes -- Acknowledgments -- About the Author -- Index -- EULA. |
| title | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_auth | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_exact_search | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_full | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_fullStr | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_full_unstemmed | Leading Yourself Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| title_short | Leading Yourself |
| title_sort | leading yourself find more joy meaning and opportunities in the job you already have despite imperfect bosses weird economies lethargic coworkers annoying systems and too many deliverables |
| title_sub | Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables) |
| work_keys_str_mv | AT lotardoelizabeth leadingyourselffindmorejoymeaningandopportunitiesinthejobyoualreadyhavedespiteimperfectbossesweirdeconomieslethargiccoworkersannoyingsystemsandtoomanydeliverables |