Getting Better At Getting People Better

What is it that really gets people better? With practical information on how to support clients' healing processes, this book helps practitioners across a wide range of physical and medical therapies, as well as psychotherapists, to improve their practice and get better at what they do. Getting to the core of true healing, Noah Karrasch explores the essentials of effective practice that apply across all healing modalities and expands on a four step formula based on these essentials: caring about patrons, providing a safe setting, communicating with clients, and encouraging their participation in their own healing. The book also discusses the practitioner's self-understanding and self-healing work as a vital part of becoming a better provider of health and healing, and Karrasch presents a model of communication focused on recognising which of four centers (head, heart, gut, or groin) both practitioners and their clients operate from to strength ties between healing partners. Revealing the fundamentals of effective practice drawn from a wide range of therapies, this book provides practical advice, as well as points of reflection, for all those seeking to deepen their therapeutic practice.

The system design interview is considered to be the most complex and most difficult technical job interview by many. Those questions are intimidating, but don't worry. It's just that nobody has taken the time to prepare you systematically. We take the time. We go slow. We draw lots of diagrams and use lots of examples. You'll learn step-by-step, one question at a time.Don't miss out.What's inside?- An insider's take on what interviewers really look for and why.- A 4-step framework for solving any system design interview question.- 16 real system design interview questions with detailed solutions.- 188 diagrams to visually explain how different systems work.

Named one of "22 new books…that you should consider reading before the year is out" by Fortune "This practical and empathetic guide to taking the high road is worth a look for workers lost in conflict." — Publisher's Weekly A research-based, practical guide for how to handle difficult people at work. Work relationships can be hard. The stress of dealing with difficult people dampens our creativity and productivity, degrades our ability to think clearly and make sound decisions, and causes us to disengage. We might lie awake at night worrying, withdraw from work, or react in ways we later regret—rolling our eyes in a meeting, snapping at colleagues, or staying silent when we should speak up. Too often we grin and bear it as if we have no choice. Or throw up our hands because one-size-fits-all solutions haven't worked. But you can only endure so much thoughtless, irrational, or malicious behavior—there's your sanity to consider, and your career. In Getting Along, workplace expert and Harvard Business Review podcast host Amy Gallo identifies eight familiar types of difficult coworkers—the insecure boss, the passive-aggressive peer, the know-it-all, the biased coworker, and others—and provides strategies tailored to dealing constructively with each one. She also shares principles that will help you turn things around, no matter who you're at odds with. Taking the high road isn't easy, but Gallo offers a crucial perspective on how work relationships really matter, as well as the compassion, encouragement, and tools you need to prevail—on your terms. She answers questions such as: Why can't I stop thinking about that nasty email?! What's behind my problem colleague's behavior? How can I fix things if they won't cooperate? I've tried everything—what now? Full of relatable, sometimes cringe-worthy examples, the latest behavioral science research, and practical advice you can use right now, Getting Along is an indispensable guide to navigating your toughest relationships at work—and building interpersonal resilience in the process.

NEW YORK TIMES BESTSELLER • “Your eyes will be opened as mine have been by these tips from America’s leading people-readers.”—Chris Matthews How can you “hear between the lines” to detect a lie? When is intuition the best guide to making important decisions? What are the tell-tale signs of romantic attraction? Jo-Ellan Dimitrius—America’s leading behavioral expert—shows us how to spot the critical clues to a person’s integrity, work habits, and sexual interests, and to interpret these signs with accuracy and precision. In this phenomenal guide—now revised and updated—Dimitrius shows us how to read a person like a book. By decoding the hidden messages in appearance, tone of voice, facial expression, and personal habits, she applies the secrets of her extraordinary courtroom success to the everyday situations we all face at work, at home, and in relationships. New material includes: • How to read people in the age of terror: what to watch for during air travel and trips abroad, and vital information regarding student behaviors in the Columbine High School and Virginia Tech shootings • What to look for on the Internet: how to decipher behavioral patterns found in and altered by e-mail, text and instant messaging, and on sites like MySpace • Facts on body language and health: how chronic illnesses such as Asperger syndrome and Parkinson’s disease influence the way people are perceived, and essential tips on how to counter these misperceptions • Fascinating new case studies: how body-reading techniques impacted jury selection and verdicts in major trial battles, including the Enron case Whether your focus is friendship or marriage, career or family, romance or professional success, Reading People gives you the skills you need to make sound, swift decisions and reap the benefits of razor-sharp insight.

We know leadership isn't exclusive to corner offices and multimillion-dollar budgets--some of the best leaders are the mentors and technicians who are more comfortable behind the scenes. But what if being an effective leader isn't just about having innovative ideas and high levels of productivity? What if becoming a great leader is more about prioritizing self-awareness and people skills than production and performance? Help! I Work with People is not a book about leadership theory, but rather a handbook on how to connect with people and influence them for good. With his signature transparent and relatable storytelling, Chad Veach uses modern research and biblical principles to encourage you to lean into your leadership potential regardless of your level of influence or experience. In short and easily digestible chapters, he addresses the three phases of becoming a quality leader: · learning to lead the hardest person you will ever be in charge of--yourself · recognizing the power of becoming a people person · creating a culture and environment where the team's shared vision can grow People are the most important part of life. Let's learn how to lead as if we like each other.

"Finally, a no-nonsense primer for leaders on how to build . . . and keep . . . extraordinary talent. This book should be in the briefcase of every exec in the world and should be pulled out every day for a refresher on how to be a real' leader."--Dan Walker, Former Chief Talent Officer for Apple, Inc.

We all want people to do stuff. Whether you want your customers to buy from you, vendors to give you a good deal, your employees to take more initiative, or your spouse to make dinner—a large amount of everyday is about getting the people around you to do stuff. Instead of using your usual tactics that sometimes work and sometimes don't, what if you could harness the power of psychology and brain science to motivate people to do the stuff you want them to do - even getting people to want to do the stuff you want them to do. In this book you’ll learn the 7 drives that motivate people: The Desire For Mastery, The Need To Belong, The Power of Stories, Carrots and Sticks, Instincts, Habits, and Tricks Of The Mind. For each of the 7 drives behavioral psychologist Dr. Susan Weinschenk describes the research behind each drive, and then offers specific strategies to use. Here’s just a few things you will learn: The more choices people have the more regret they feel about the choice they pick. If you want people to feel less regret then offer them fewer choices. If you are going to use a reward, give the reward continuously at first, and then switch to giving a reward only sometimes. If you want people to act independently, then make a reference to money, BUT if you want people to work with others or help others, then make sure you DON’T refer to money. If you want people to remember something, make sure it is at the beginning or end of your book, presentation, or meeting. Things in the middle are more easily forgotten. If you are using feedback to increase the desire for mastery keep the feedback objective, and don’t include praise.