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UTF-8_自律力Triggers__Creating_Behavior_That_Lasts--Becoming_the_Person_You_Want_to_Be-Crown_Business_2015
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文档概述
Triggers: Creating Behavior That Lasts--Becoming the Person You Want to Be
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What Great CEOs and Thought Leaders Have to Say About
Marshall Goldsmith’s work has been recognized by:
Other Titles
Title Page
Copyright
Contents
Dedication
Epigraph
Introduction
Part One: Why Don’t We Become the Person We Want to Be?
Chapter 1: The Immutable Truths of Behavioral Change
Truth #1: Meaningful behavioral change is very hard to do.
Truth #2: No one can make us change unless we truly want to change.
Chapter 2: Belief Triggers That Stop Behavioral Change in Its Tracks
1. If I understand, I will do.
2. I have willpower and won’t give in to temptation.
3. Today is a special day.
4. “At least I’m better than…”
5. I shouldn’t need help and structure.
6. I won’t get tired and my enthusiasm will not fade.
7. I have all the time in the world.
8. I won’t get distracted and nothing unexpected will occur.
9. An epiphany will suddenly change my life.
10. My change will be permanent and I will never have to worry again.
11. My elimination of old problems will not bring on new problems.
12. My efforts will be fairly rewarded.
13. No one is paying attention to me.
14. If I change I am “inauthentic.”
15. I have the wisdom to assess my own behavior.
Chapter 3: It’s the Environment
Chapter 4: Identifying Our Triggers
1. A behavioral trigger can be direct or indirect.
2. A trigger can be internal or external.
3. A trigger can be conscious or unconscious.
4. A trigger can be anticipated or unexpected.
5. A trigger can be encouraging or discouraging.
6. A trigger can be productive or counterproductive.
Chapter 5: How Triggers Work
Chapter 6: We Are Superior Planners and Inferior Doers
Measure Your Need, Choose Your Style
Chapter 7: Forecasting the Environment
1. Anticipation
2. Avoidance
3. Adjustment
Chapter 8: The Wheel of Change
1. Creating
2. Preserving
3. Eliminating
4. Accepting
Part Two: Try
Chapter 9: The Power of Active Questions
My Brief History with Engagement
Putting Active Questions to the Test
Chapter 10: The Engaging Questions
Testing, Testing on Me
A Distinction with a Difference
Chapter 11: Daily Questions in Action
1. They reinforce our commitment.
2. They ignite our motivation where we need it, not where we don’t.
3. They highlight the difference between self-discipline and self-control.
4. They shrink our goals into manageable increments.
Chapter 12: Planner, Doer, and Coach
1. If we do it, we get better.
2. We get better faster.
3. Eventually we become our own Coach.
Chapter 13: AIWATT
It’s Always an Empty Boat
Creating False Positives
1. When we confuse disclosure with honesty.
2. When we have an opinion.
3. When our facts collide with other people’s beliefs.
4. When decisions don’t go our way.
5. When we regret our own decisions.
Part Three: More Structure, Please
Chapter 14: We Do Not Get Better Without Structure
Chapter 15: But It Has to Be the Right Structure
Chapter 16: Behaving Under the Influence of Depletion
Chapter 17: We Need Help When We’re Least Likely to Get It
The Awful Meeting
Chapter 18: Hourly Questions
Chapter 19: The Trouble with “Good Enough”
1. When our motivation is marginal.
2. When we’re working pro bono.
3. When we behave like “amateurs”.
4. When we have compliance issues.
Chapter 20: Becoming the Trigger
Part Four: No Regrets
Chapter 21: The Circle of Engagement
Chapter 22: The Hazard of Leading a Changeless Life
Acknowledgments
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