12.3 Triangulation: The surest way to damage a relationship 369
➥Describes destructive triangulation—talking with a third person to complain or to
put down another person.
12.4 Giving and receiving feedback: The dos and don’ts 372
➥Describes the challenging skill of giving and receiving feedbackm including the dos
and don’ts.
12.5 Preparing yourself to give negative feedback 375
➥Prepares leaders for giving difficult feedback to others.
12.6 The 5 Cs: Escalating confrontation judiciously 378
➥Helps leaders resolve people or performance problems, whether they involve inap-
propriate action or failing to take action.
12.7 Conflict: Five levels for dealing with conflict 381
➥Lifts a load from leaders’ shoulders by providing them with a wider range of
options than simply demanding complete resolution or living in anger.
12.8 Dealing with difficult people: A timeless leadership challenge 384
➥Helps leaders understand difficult people, whether employees, bosses, or customers;
suggests ways of dealing with them.
12.9 The essentials of customer service 387
➥Acquaints leaders with some essentials of customer service, and provides sugges-
tions on customer service delivery.SECTION13—TOOLS FORLEADINGPERFORMANCE
13.1 Coaching and supporting the success of others 391
➥Describes the conditions necessary for a successful coaching relationship and
explains the seven elements of the coaching process.
13.2 Coaching High-Performers: An Overlooked Element of Success 395
➥Clarifies the difference between problem-based coaching and high-performance
coaching, and provides steps to develop a style for coaching high-performers.
13.3 Accountability Agreements: Defining accountability within
organizations 399
➥Helps leaders transform often unspoken and misunderstood jobs, roles, and employ-
ment contracts into explicit expectations, personal promises, and business results.
13.4 Management by objectives 402
➥Adapted to present-day realities, helps leaders set goals, then plan and manage
toward achieving those goals.
13.5 Urgency and importance: The essential elements of managing
your time 406
➥Assists leaders to accept responsibility for their own development and to stay on
top of important and urgent work, while also accomplishing meaningful results in
the long term.
13.6 Attribution theory: Assessing performance and behavior 409
➥Challenges leaders to evaluate the performance of people, especially when the
behavior is difficult to evaluate objectively.
13.7 Documenting employee performance and behavior 412
➥Makes easier what is often a chore: keeping specific, accurate, current records on signif-
icant employee performance and on-the-job behavior.ANNOTATEDCONTENTS xix