Bruce Tulgan Livres

The book explores the transformation of the workforce in the wake of economic changes since the 1980s, highlighting the rise of a free-agent mentality among talented individuals who prioritize flexibility over job security. Managers face the challenge of adapting to this new landscape, where traditional hierarchies are obsolete, and they must find innovative ways to motivate and extract productivity from a dynamic, independent workforce. The narrative emphasizes the need for a shift in management strategies to thrive in a rapidly evolving economy.

Nurture and develop well-rounded team players by focusing on soft skills development People entering the professional world are better educated than ever before. Their technical skills are often off-the-charts, helping them make short work of even the most challenging tasks. At the same time, however, many of these very same people lack soft skills we’ve often taken for granted. In the newly revised second edition of Bridging the Soft Skills Gap: How to Teach the Missing Basics to the New Hybrid Workforce, veteran business advisor, speaker, and consultant Bruce Tulgan delivers a practical and incisive roadmap to developing crucial professionalism, critical thinking, and teamwork skills. You’ll also find: A collection of 92 instructive lesson plans designed to break soft skills down into their component parts and teach them one manageable piece at a time An exploration of the soft skills gap, including what it means and how its impact on your organization will be felt Explanations of why you can’t hire your way around a soft skills gap An essential leadership handbook for executives, managers, and other business leaders, Bridging the Soft Skills Gap is a must-read resource for human resources professionals, team leaders, and front-line employees who deal with promising, but unpolished, talent.

"What's the secret to being indispensable--being a true go-to person--in today's workplace? With new technology, flatter organizations, far-flung virtual teams, and constant change, getting things done at work is tougher and more complex than ever. We're in the midst of a collaboration revolution--but sometimes it feels more like a meltdown. Managers and executives are trying harder than ever to keep up and stay effective, relying on cross-functional coordination, better planning and resource sharing, simplified processes, and speeded-up work. It's a herculean challenge, and people are struggling. Overcommitment grows and burnout looms. But even amid the seeming chaos of the matrix organization--where you are constantly being asked to do things by people who aren't your boss, and where you must ask things of others who don't report to you--there is always that special person who seems indispensable, who seems to thrive on complexity, and who is able to stay focused and positive and get the right things done: This is the go-to person. In this game-changing yet practical book, talent guru and bestselling author Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organizations, Tulgan shows how go-to people not only behave differently, but also think differently, basing their decisions and actions on their own personal influence rather than on any formal designation of authority. At the heart of the go-to person's unique credo are the basics of "the ask" and the response--a powerful reimagining of how to say yes and when to say no. Nearly a century ago, Dale Carnegie's classic How to Win Friends and Influence People propelled millions of readers up the ladder of success. Now, in a world of work where you truly need to interact with everybody, Tulgan provides the new must-read guidebook for achieving real influence and learning to thrive when the guardrails of traditional management are pulled away"-- Provided by publisher

Adapt your management methods to harness Millennial potential Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be.

The book addresses the common struggle of feeling overwhelmed by time constraints in managing teams. It offers practical strategies and insights to enhance efficiency, improve communication, and foster a productive work environment. Readers will learn how to prioritize tasks, delegate effectively, and create a balance that allows for both leadership and personal time management. The focus is on empowering managers to optimize their approach and cultivate stronger relationships with their team members.

Get what you need from your boss In this follow-up to the bestselling It's Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before.

This book explores Generation Y (born 1978-1991) for corporate leaders, debunking myths about their loyalty and work preferences. It emphasizes managing their expectations realistically, understanding their transactional mindset, and prioritizing personal life needs in job roles. Tulgan highlights the importance of aligning job offers with these personal requirements.

Solve the number one problem with today's young workforce the soft skills gap The number one challenge with today's young talent is a problem hiding in plain sight: the ever-widening soft skills gap.

The book presents an eight-step framework designed to help bosses enhance their effectiveness and leadership skills. By focusing on practical strategies, it empowers managers to improve team dynamics and productivity, ultimately fostering a more positive work environment. The guidance aims to transform ordinary bosses into exceptional leaders who can motivate and support their teams effectively.

For every workplace problem - even the most awkward and difficult, this book shows how to tailor conversations to solve situations familiar to every manager. It offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout.