Why don’t people do what they should do?

Everyone is different and has different needs. You can’t motivate someone to do things that are not in their nature. There’s no chance for true success until you discover the internal motivation to act.

“Want - Can - Be Able To: Manager’s Essentials” is the key to individual management of self, employees and teams. It is the essence of inspiration and practical takeaways to apply in every organisation.

It was not an ordinary creative process
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That’s a lot. But the thing that makes our process unique lies somewhere else. To write the book, we chose the tool we knew best. The same one that is at the heart of our flagship RMP Pro development programme. Each of the people we invited to collaborate on the book got on the team not just because of his or her skills, but also based on matching Reiss motivation profiles.

From the very first sentence and first chapter, the process went in line with our inner needs. In doing this, we relied on meeting the individual expectations of each and every team member. Experience tells us that this is the only way to create something special. This allowed us to work in a productive comfort zone. And that’s where the FLOW is born.

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“Want - Can - Be Able To” includes:
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Navigating the chapters

Chapter 1.

When business keeps up with science

Can you show someone’s individual personality in a way that is clear to everyone? How to embrace the latest advances in psychology in your business? When you finish the first chapter, you should check your RMP motivation profile – order and complete an online questionnaire or conduct a simulation by completing the self-assessment test at the end of the book.

Chapter 2.

People handling manual

How to prepare for the role of a manager? How to succeed in this role every day? What qualities do you need, what should you look for? This is a manual that tells you how to handle people at work – leaders, managers and individual contributors alike. At first you will take a look at yourself – your way of acting and your needs.

Chapter 3.

Self-hugging

Look into yourself and discover one of key human pitfalls, which is looking at problems, challenges or other people only from your own perspective. We feel good and comfortable (cosy) with people who share our values and our inner desires. How does viewing the world and others from the angle of your own values, needs and motivations hamper development.

Chapter 4.

Me and my team

We focus on the fundamentals of people management that are the most challenging for managers and leaders in their daily work. We show why a good understanding of the inner desires of the people who work around us contributes to a better performance of the group as a whole.

Chapter 5.

How to build a dream team

We advise against adjusting people to projects. We show how to build a high performing dream team, taking advantage of the diversity of human personalities. We also discuss what people (with which competences and what needs) are needed to implement each project phase.

Chapter 6.

The underperformance disease

The turning point in our book. Here we introduce our proprietary Want–Can–Be Able To model, a kind of an audit which can help us identify the source of trouble in our business, see where we have room for improvement and determine what our corrective programme should be like.

Chapter 7.

Awakening the inner drive

We describe a new method of implementing objectives within organisations and ways of communicating and enforcing them in line with the inner desires of respective team members. At this stage it is wise to introduce individual treatment and motivation for every employee.

Chapter 8.

When and how to praise

And once he or she completes a precisely defined and properly communicated assignment – to offer adequate praise. Many managers find it tough to praise their employees. Therefore, in Chapter 8 we tell you when, for what and how you should praise people, all in line with their individual inner desires, of course.

Chapter 9.

Demotivation

It is worthwhile to take an interest in the people we work with, preferably each of them individually. They will be less stressed and they will perform better. We advise against cold professional management, exerting too much pressure on your employees, or creating a tense and stressful atmosphere. Everyone reacts to different stressors, and a good manager should know what annoys his or her people and throws them off balance.

Chapter 10.

How to improve performance

We discuss examples of different solutions for sales teams which improved their performance, and thus the companies’ profits, owing to individual motivation programmes. We prove that when consistently applied, the individual approach to employees we tell you about enables you to understand yourself and the people you work with, set up high performing teams, motivate team members to take efforts, solve conflicts and improve performance.

Look inside the book
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You don’t have to leave your comfort zone any more. It’s time to be true to yourself!
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About the book
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