000			03731nam a22004095a 4500
001			in501661105
005			20180722220343.0
008			140616t20152015nyua 001 0 eng d
020			_a0804141231 _q(hardback)
020			_a9780804141239 _q(hardback)
035			_a(OCoLC)881436733
040			_aYDXCP _beng _erda _cYDXCP _dBTCTA _dBDX _dOCLCQ _dIEP _dOCLCO _dUOK _dABG _dJP3 _dCDX _dNDS _dNFG
049			_aNFGA
092			_a155.24 _bG624
100	1		_aGoldsmith, Marshall, _eauthor. _9132836
245	1	0	_aTriggers : _bcreating behavior that lasts-- becoming the person you want to be / _cMarshall Goldsmith and Mark Reiter.
250			_aFirst edition.
264		1	_aNew York : _bCrown Business, _c[2015]
264		4	_c©2015
300			_axix, 244 pages : _billustrations ; _c22 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
500			_aIncludes index.
505	0		_aWhy don't we become the person we want to be? The immutable truths of behavioral change ; Belief triggers that stop behavioral change in its tracks ; It's the environment ; Identifying our triggers ; How triggers work ; We are superior planners and inferior doers ; Forecasting the environment ; The wheel of change -- Try. The power of active questions ; The engaging questions ; Daily questions in action ; Planner, doer, and coach ; AIWATT -- More structure, please. We do not get better without structure ; But it has to be the right structure ; Behaving under the influence of depletion ; We need help when we're least likely to get it ; Hourly questions ; The trouble with "good enough" ; Becoming the trigger -- No regrets. The circle of engagement ; The hazard of leading a changeless life.
520			_aExecutive coach and psychologist Marshall Goldsmith discusses the emotional triggers that set off a reaction or a behavior in us that often works to our detriment. Do you find that at times you suddenly become defensive or enraged by an idle comment from a colleague? Or that your temper rises when another car cuts you off in traffic? Your reactions don't occur in a vacuum. They are the result of emotional and psychological triggers that often happen only in specific settings -- at meetings, or in competitive situations, or with a specific person who rubs you the wrong way, or when you feel under particular pressure. Being able to recognize those triggers and understand how the environment affects our behavior is key to controlling our responses and managing others at work and in life. Make no mistake -- change is hard. And the starting point is the willingness to accept help, and the desire to change. Over the course of this book, Marshall explores the power of active questions to get us to take responsibility for our actions -- and our failure to act. Questions such as "Did I do my best to make progress toward my goal?" "Did I work hard at being fully engaged?" He discusses the importance of structure in effecting permanent change. Because, he points out, change is hard, and without a structure to keep us on track, we inevitably relapse and fall back. Filled with stories from Marshall's work with executives and leaders, Triggers shows readers how to achieve meaningful and sustained change that will allow us to open our imaginations and escape the rigidity of binary thinking.
650		0	_aBehavior modification. _92601
650		0	_aChange (Psychology) _919567
650		0	_aControl (Psychology) _956393
650		0	_aHabit breaking. _92603
650		0	_aPositive psychology. _9115505
650		0	_aPriming (Psychology) _9270213
700	1		_aReiter, Mark, _eauthor. _969299
942			_cBOOK _011
994			_aC0 _bNFG
998			_a007678286
999			_c185892 _d185892