In this Discussion, you will reflect on your experiences throughout the course, addressing some of the highlights of the course, what knowledge or skills

Week 2 Learning Resources

Understanding Motivation and Engagement

The terms “motivation” and “engagement” are often used interchangeably, but there are some key differences. Through these resources, you will explore the differences and similarities between those concepts, as well as the key drivers of each.

· Galloway, S. M. (2016, May).  Motivation or engagement? What’s the difference?Links to an external site.  ProAct Safety. https://proactsafety.com/articles/motivation-or-engagement-whats-the-difference

· Peart, N. (2019, November 5).  Making work less stressful and more engaging for your employees .  Harvard Business Review Digital Articles, 2–6. http://hbr.org

· Young, S. & Wilson, B. (2022, January 27).  Does company culture impact employee engagement? Links to an external site.   https://blog.perceptyx.com/does-company-culture-impact-employee-engagement

How Motivation Works

Many managers take a “carrots and sticks” approach to motivation. But research shows that other factors are much more important in ensuring employees are motivated. Explore how to encourage optimal motivational outlooks through these resources.

· Chamorro-Premuzic, T., & Akhtar, R. (2018, November).  Motivating your most creative employees .  Harvard Business Review Digital Articles, 1–7. https://hbr.org

· Fowler, S. (2014, December 12).  Why the way we motivate people–and ourselves–matters Links to an external site. . Fast Company. https://www.fastcompany.com/3039776/why-the-way-we-motivate-people-and-ourselves-matters

· Hills, L. (2021).  Motivating employees without carrots and sticksLinks to an external site. .  The Journal of Medical Practice Management,  37(1), 356–361.

· McGill, M. (2019, December 31).  DRIVE by Daniel H. Pink animated book summary Links to an external site.  [Video]. YouTube. https://youtu.be/4fGFQcgNXgs

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Week 3 Learning Resources

The Positive Work Environment

Have you ever wondered why one negative co-worker can drag down the feeling of an entire workplace? Through these resources, you will explore the very real benefits of a positive workplace culture as well as learn some tactics for dealing with workplace negativity and drama.

· Agarwal, P. (2018, August 29).  How to create a positive workplace culture Links to an external site. . https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/#c535bb542727

· Taylor, B. (2020, February 17).  Don’t let negativity sink your organization .  Harvard Business Review Digital Articles, 2–4. http://hbr.org

· White, P. (2018).  Neutralizing a negative workplace: Understanding and dealing with negativity at the officeLinks to an external site. .  Personal Excellence,  23(4), 19–20.

Creating A Drama-Free Workplace

More and more, leaders and organizations are understanding the costs of drama in the workplace. Using these resources, you will examine how to recognize drama and explore methods for helping you and your teams move beyond it to productive conflict and true effectiveness.

· McQuaid, M. (2019).  Is workplace drama wearing you down?Links to an external site.   Psychology Today. https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down

· Reality-Based Leadership. (2017, March 16).  What is drama in the workplace? Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=4_57hBiOldw

· Wakeman, C. (2018, June 13).  Identifying where drama comes from and why Links to an external site.  [Video]. YouTube. https://www.youtube.com/watch?v=5uX2ZG1SIHk

From Diversity to Inclusion

What does it mean to have a truly diverse, inclusive, equitable workplace? Many organizations talk about diversity, but it may not be reflective in their business practices. Using these resources, you will explore why creating an equitable workplace requires much more than surface-level diversity, as well as what makes an organization or team truly inclusive and how this drives not only positive social change but also strong organizational results.

· Chan, B. K. (2021).  All types of diversity with examples Links to an external site. . Diversity for Social Impact. https://diversity.social/workplace-diversity-types/

· Corritore, M., Goldberg, A., & Srivastava, S. B. (2020).  The new analytics of culture: What email, Slack, and Glassdoor reveal about your organization .  Harvard Business Review,  98(1), 76–83.

· Sherbin, L., & Rashid, R. (2017, January 31).  Diversity doesn’t stick without inclusion .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

The Manager’s Role in Building an Inclusive Culture

Managers play a key role in ensuring their teams and organizations are truly inclusive. Using these resources, you will investigate ways to develop your own skills in creating and maintaining truly inclusive work environments.

· Bourke, J., & Espedido, A. (2020, March 6).  The key to inclusive leadership .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

· Bourke, J., & Espedido, A. (2019, March 29).  Why inclusive leaders are good for organizations, and how to become one .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

· Heath, K., & Wensil, B. F. (2019, September 6).  To build an inclusive culture, start with inclusive meetings .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

· Williams, J. C., & Mihaylo, S. (2019).  How the best bosses interrupt bias on their teams .  Harvard Business Review,  97(6), 151–155.

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Managing People and Promoting Collab

Week 5 Learning Resources

Understanding Coaching

Much of the manager’s role consists of achieving organizational results through other people. To achieve this goal, managers must be skilled coaches. Through these resources, you will explore the mindset and fundamental skills of effective coaching.

· Emerald Works Limited. (n.d.).  What is coaching? How to be an effective coach  Download What is coaching? How to be an effective coach . MindTools. https://www.mindtools.com/pages/article/newTMM_15.htm MindTools. (n.d.). What is Coaching? https://www.mindtools.com/a1plnmq/what-is-coaching. Reprinted by permission of MindTools via the Copyright Clearance Center. Licensed in 2023.

· Grote, D. (2011).  Providing day-to-day coaching  Download Providing day-to-day coaching . In  How to be good at performance appraisals: Simple, effective, done right (pp. 71–88). Harvard Business Review Press. Grote, D. (2011).  How to be good at performance appraisals: Simple, effective, done right. Harvard Business Press. Licensed 2021.

· Milner, J., & Milner, T. (2018, August 14).  Most managers don’t know how to coach people. But they can learn .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

Coaching For Performance

Several management gurus have pointed out that managers should “look in the mirror” to explore their own behaviors when employees are not performing as they should. Using these resources, you will explore specific skills and techniques managers use to help employees achieve improved performance.

· Harvard Business School Press. (2006).  Becoming a better coach . In  Performance management: Measure and improve the effectiveness of your employees (pp. 1–14). Harvard Business School Publishing Corporation.

· Harvard Business Review Press. (2006).  Closing gaps and improving performance: The basics of coaching . In  Performance management: Measure and improve the effectiveness of your employees (pp. 1–19). Harvard Business School Publishing Corporation.

· Harvard Business Review Press. (2014).  Conducting a feedback session . In  Giving effective feedback (pp. 25–42). Harvard Business School Publishing Corporation.

· Harvard Business Review Press. (2014).  Developing an action plan . In  Giving effective feedback (pp. 43–53). Harvard Business School Publishing Corporation.

· Geisler, J. (2020).  What leaders should know before having tough conversations about performanceLinks to an external site. .  Healthcare Financial Management,  74(1), 50–51.

· Ibarra, H., & Scoular, A. (2019, October 31).  The leader as coach: How to unleash innovation, energy, and commitment .  Harvard Business Review Digital Articles, 2–11. http://hbr.org

· PERLA Coaching & Consulting. (n.d.).  A coaching conversation checklist for smart managers Links to an external site. . https://www.perlacoaching.com/coaching-conversation-checklist-for-smart-managers/

Important Documents and Resources

· Document:  Developing Individuals: Coaching for Performance Simulation Preparation (PDF) Download Developing Individuals: Coaching for Performance Simulation Preparation (PDF)

· Document:  Week 5 Assignment Template: Coaching Conversation Preparation and Strategy (Word document)

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Managing People & Promoting Collab

Week 6 Learning Resources

Coaching Conversations

Having effective coaching conversations—particularly when performance is not meeting expectations—takes both will and skill. Using these resources, you will explore both a framework and specific skills for conducting effective coaching conversations that lead to improved results.

· Bregman, P. (2019, February 14).  13 ways we justify, rationalize, or ignore negative feedback .  Harvard Business Review Digital Articles, 2–5. http://hbr.org Time Estimate: 8 minutes

· Connor, J. (2019, September 9).  To coach junior employees, start with 4 conversations .  Harvard Business Review Digital Articles, 2–6. http://hbr.org

Effective Feedback and Feedforward

Many managers deliver criticism instead of feedback—and forget to help the employee understand what they can do differently to achieve better results. And many managers only deliver feedback for improvement, often called “negative” or “constructive feedback,” failing to acknowledge desired behaviors and outcomes by using positive feedback. Through these resources, you will explore when and how to give truly effective feedback, as well as a technique called “feedforward” that anyone can use to quickly gather ideas for change and improvement.

· Chappelow, C., & McCauley, C. (2019, May 13).  What good feedback really looks like .  Harvard Business Review Digital Articles, 2–4. http://hbr.org

· Goldsmith, M. (2002).  Try feedforward instead of feedbackLinks to an external site. .  Leader to Leader,  2002(25), 11–14.

· Nawaz, S. (2019, February 27).  How to talk to an employee who isn't meeting their goals .  Harvard Business Review Digital Articles, 2–4. http://hbr.org

Understanding Mentoring

While mentoring is related to coaching, it serves a different purpose. Using these resources, you will explore the purpose and skills of effective mentoring—and perhaps be inspired to become a mentor, a mentee, or even both!

· Johnson, W. B., & Smith, D. G. (2018, January 23).  The best mentors think like Michelangelo .  Harvard Business Review Digital Articles, 2–6. http://hbr.org

· Johnson, W. B., & Smith, D. G. (2019, December 30).  Real mentorship starts with company culture, not formal programs .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

· Woolworth, R. (2019, August 9).  Great mentors focus on the whole person, not just their career .  Harvard Business Review Digital Articles, 2–6. http://hbr.org

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Managing People & Promoting Collab

Week 7 Learning Resources

Understanding Teams

These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

· Buchanan, L. (2015).  Teams versus groups Links to an external site.  [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

· Katzenbach, J. R., & Smith, D. K. (2005).  The discipline of teams .  Harvard Business Review,  83(7/8), 162–171.

Team Diversity and Inclusion

One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

· Matsudaira, K. (2019).  How to create a great team culture (and why it matters)Links to an external site. .  Communications of the ACM,  62(6), 42–44. https://doi.org/10.1145/3316778

· Seven Dimensions. (2019).  Managing a virtual team Links to an external site.  [Video].

· Vickberg, S. M. J., & Christfort, K. (2017).  Pioneers, drivers, integrators, & guardians .  Harvard Business Review,  95(2), 50–57.

· Note: This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

· Williams, J. C., & Mihaylo, S. (2019).  How the best bosses interrupt bias on their teams .  Harvard Business Review,  97(6), 151–155.

Managing Teams Effectively

Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

· Ancona, D., & Isaacs, K. (2019, July 11).  How to give your team the right amount of autonomy .  Harvard Business Review Digital Articles, 2–4. http://hbr.org

· Cable, D. (2019, October 22).  Helping your team feel the purpose in their work .  Harvard Business Review Digital Articles, 2–7. http://hbr.org

· Davey, L. (2019, December 23).  Let your team have that heated conversation .  Harvard Business Review Digital Articles, 2–5. http://hbr.org

· Su, A. J. (2019, December 16).  Do you really trust your team? (And do they trust you?) .  Harvard Business Review Digital Articles, 2–7. http://hbr.org

The Team Charter

One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

· Center for Creative Leadership. (n.d.). 

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