How to work with (almost) anyone : five questions for building the best possible relationships

How to work with (almost) anyone Five questions for building the best possible relationships

Michael Bungay Stanier, 1967-

Book - 2023

"The secret to work relationships that sing from a top thought-leader in coaching. Have you ever had the experience of working with someone and they just didn't "get" you? They do all the things that wind you up, put you off and drive you nuts. And have you ever worked with someone and you just didn't "get" them? You couldn't figure out what made them tick, and you know you were underwhelming as a manager and leader for them. Of course, you have. We all have. Why do those experiences keep happening? Particularly when we've also experienced the opposite: great working relationships that soar. In How To Work with (Almost) Anyone, internationally bestselling author Michael Bungay Stanier (MBS) share...s a tested process that sets up working relationships for the best possible success. It shows you how to communicate about who you are and what brings out the best and the worst in you. It gives you the tools to talk with your colleagues about how you operate, and to set a social contract for how you'll work together (not just what you'll be working on). It teaches you how to keep relationships strong and healthy, clear and clean. Not every relationship can be rainbows and unicorns and free-flowing ginger beer. But everyone who relates can do a better job at amplifying the best of each other, navigating the dark spots, and staying generous. With How To Work with (Almost) Anyone, MBS reveals the secret to better, more successful relationships."--

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Location Call Number   Status
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Subjects
Communication in organizations.
Interpersonal communication.
Interpersonal relations.
Communication.
Self-help publications.
Genres
Self-help publications
Published
Vancouver, BC : Page Two [2023]
Language
English
Main Author
Michael Bungay Stanier, 1967- (author)
Physical Description
224 pages ; 18 cm
Bibliography
Includes bibliographical references.
ISBN
9781774582657
  • The Best Possible Relationship
  • The Five Questions of the Keystone Conversation
  • Preparing for the Keystone Conversation
  • The Amplify Question: What's Your Best?
  • The Steady Question: What Are Your Practices and Preferences?
  • The Good Date Question: What Can You Learn from Successful Past Relationships?
  • The Bad Date Question: What Can You Learn from Frustrating Past Relationships?
  • The Repair Question: How Will You Fix It When Things Go Wrong?
  • How to Have a Keystone Conversation
  • Running the Keystone Conversation
  • Invitation: Make the First Move
  • At the Start: Make It Safe
  • In the Middle: Ask and Answer
  • At the End: Appreciate the Good
  • You've Made a Brilliant Start
  • Keep Your Best Possible Relationship Alive
  • Disintegration Is Inevitable
  • Six Principles of Maintenance
  • Orient: Know What's Going On
  • Adjust Always: Give and Take-Receive
  • Repair Often: Manage the Damage
  • Reset as Needed: Ending (and Beginning)
  • We're Gloriously Entangled
  • Bonus: Know Your Stuff
  • The Juicy Bits at the End
Review by Publisher's Weekly Review

In this slight program, business consultant Stanier (How to Begin) opines on how to build strong professional relationships with coworkers, bosses, direct reports, or clients. His approach rests on having one-on-one "keystone conversations" in which individuals discuss five questions regarding their strengths and work habits, what they've learned from previous professional relationships, and how to repair their relationship if it turns sour. The details of how to have this conversation are questionable. The scripts Stanier provides are awkwardly worded (he encourages readers to discuss an interlocutor's talents by asking, "What's your best?"), and while the in-depth talks he advocates for might be appropriate for a supervisor and direct report, their utility in a provider/client relationship is dubious. Additionally, the numerous personal anecdotes about Stanier riding the bus with his wife and playing Dungeons and Dragons as a teenager do little to shine light on how the advice plays out in the workplace. There are a few useful nuggets peppered throughout, including the suggestion that readers "let go of 'being right' " when clearing the air in a difficult relationship and restating at the end of a conversation what one learned, which he suggests helps one remember the information. However, these tidbits don't make up for the overall lackluster guidance. This misses the mark. (June)

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