Many people are unhappy in their jobs, feel frustrated, or limited for reasons they cannot identify. A lot of them think they are doing a great job. But they are not getting raises, recognition and promotions. However, most of the time they are not doing the job others need and expect. They do not clearly understand all aspects of their job, and unintentionally end up doing the wrong job or doing it in the wrong way.

This book will help leaders and employees clearly analyze their current situation and figure out if they are doing the job that the company and the culture want them to do. The goal of this book is to help individuals understand their real job ? the one that everyone wants them to do - and deliver the results they expect, regardless of what they were told when they were hired or what is in their job description. Sometimes the next step is to find another job - not because they are failing but because they do not want to do the job they are expected to do. More often, they are able to work with their manager and their team to shift gears, and everyone then experiences better results and more satisfaction in their jobs.

BILL BERMAN is an executive coach with experience as a psychologist, senior line manager, and organizational consultant. Since founding Berman Leadership Development in 2005, he has been a trusted advisor to general managers and C-suite executives across multiple industries. Bill began his career as a licensed psychologist and academic, started a software company, and has written and spoken extensively on a range of topics in psychology, coaching and behavior change.

GEORGE BRADT is Chairman of PrimeGenesis, an executive onboarding group. He has co-authored nine books on leadership and onboarding including The New Leader’s 100-Day Action Plan, and has written over 700 columns for Forbes.com.

Acknowledgements

Introduction Enhance your influence and impact by focusing on the mission-critical parts of your role and adapting to the culture of the organization

Part I. The Disconnect: What Your Organization Wants You to Know (But Hasn’t Told You!)

Chapter 1. Get What You Want by Doing What Your Organization Needs

The One Change You Need to Make

Chapter 2. You Have More Power Than You Realize

Part II. The Solution: Discover Your Levers of Influence

Chapter 3. Discover the Essentials of Your Job

Collect the Data

Chapter 4. Now Write Your Working Job Description

The Essential What and How of Your Role

Chapter 5. What If Bias Keeps You from Being Effective? (By Greg Pennington, Ph.D.)

Increasing Influence in Difficult Contexts

Chapter 6. Now That You Know the Truth About What Your Organization “Actually” Needs from You

Do You Still Want This Job?

Part III. Plan A: Grow Your Influence and Impact

Chapter 7. Build Your Personal Strategic Plan^tm

Set Your Course to Increased Influence and Impact

Chapter 8. Work Your Growth Plan, Build Your Influence

Putting Your Plan into Action

Chapter 9. Take on More Responsibility, Expand Your Impact, and Enjoy the Benefits

Sell Your Value Without Selling Yourself

Part IV. Plan B: If You Don’t Want This Job, Find a Better Fit

Chapter 10. Getting Over the Job You Thought You Had

Managing Emotions and Moving Forward

Chapter 11. Negotiate for a Better Role Inside Your Organization

Find a Fit for Your Strengths and Influence

Chapter 12. …Make a Plan to Move On

Sometimes You Need a Fresh Start

Part V. Helping Others Build Their Influence and Impact

Chapter 13. A Primer for Managers

How to Coach Your Employees to Increase Their Influence and Impact

About the Authors

References

Index