Peter Bregman & Howie Jacobson 
You Can Change Other People [EPUB ebook] 
The Four Steps to Help Your Colleagues, Employees–Even Family–Up Their Game

A New Way to Help People (Because the Old Ways Don’t Work)
Chapter 1: Brian’s $170, 000, 000 Turnaround
Why It’s Important to Change Other People
Chapter 2: The Four Steps
A Quick Tour
Chapter 3: Yes I Want That Third Bowl of Ice Cream
People Don’t Resist Change, They Resist Being Changed
Chapter 4: Whose Spreadsheet Is It Anyway?
Ownership
Chapter 5: Spencer Thinks He’s Helping, But He’s Not
Independent Capability
Chapter 6: If You are Willing to Feel Everything, You Can Do Anything
Emotional Courage
Chapter 7: Change is a Future Thing
Future-Proofing
SUMMARY OF THE FOUR STEPS [COMP this is a single Section opener, please differentiate from Part openers here and in text]
Step 1: Shift from Critic to Ally
Chapter 8: The Ramona Problem
Become an Ally
Chapter 9: Be Your Own Ally First
Let Go and Be Present
Chapter 10: Then, Become Their Ally
Empathize with the Other Person
Chapter 11: Silver Platter Opportunities
Permission Formula
Chapter 12: Do You Have a Minute?
You Initiate the Conversation
Chapter 13: Hey, I’m in Charge Here
The Misguided Reliance on Positional Power
Chapter 14: Pitfalls to Avoid
How to Stay on Track
Step 2: Identify an Energizing Outcome
Chapter 15: No More Code, No More Bugs
Problems are Signposts Pointing to Energizing Outcomes
Chapter 16: A Higher Bar Than a Functional Team
A Demo of the Outcome Step
Chapter 17: Positive
Transform ‘Don’t Want’ into ‘Do Want’
Chapter 18: Clear
A Technique for Getting to Shared Clarity
Chapter 19: Meaningful
Getting to What Matters
Step 3: Find the Hidden Opportunity
Chapter 20: Become a Scientist
They’re Not Learning From You, They’re Learning With You
Chapter 21: That Does Sound Exciting!
A Demo of the Opportunity Step
Chapter 22: Explore the Problem in Depth
Question 1: What’s Happening Now?
Chapter 23: She Argues with Everyone
Separating Data from Interpretation
Chapter 24: What Worked and What Didn’t?
Question 2: What Have You Tried?
Chapter 25: Thank Goodness for This Problem
Question 3: How Can the Problem Get You to the Energizing Outcome?
Chapter 26: Keep Your GPS On
Pitfalls to Avoid in the Opportunity Step
Step 4: Create a Level-10 Plan
Chapter 27: Nail the Landing
Craft the Plan
Chapter 28: Identify Options
A Demo for the First Task
Chapter 29: Let’s Put That on the List. What Else Might You Try?
Tips to Help Them Identify Options
Chapter 30: Choose
A Demo for the Second Task
Chapter 31: If You Did Know, What Would It Be?
How to Help Them Choose
Chapter 32: Commit
A Demo for the Third Task
Chapter 33: What, How, and When?
Skyrocket Their Chances of Success
Chapter 34: You Can Change Other People
Taking the Four Steps into Your World
Acknowledgments
About the Authors
Index

PETER BREGMAN is CEO of Bregman Partners and recognized as the ¯#1 executive coach by Leading Global Coaches. He leads the Bregman Leadership Coach Training and the Bregman Leadership Intensive, ranked the #1 leadership development program by Global Gurus. He is the bestselling author of five books, including Leading with Emotional Courage and 18 Minutes, a Wall Street Journal bestseller.
HOWIE JACOBSON, PHD, is Director of Coaching at Bregman Partners and Head Coach at the Healthy Minds Initiative. He is the host of the Plant Yourself podcast and contributing author of the New York Times bestseller Whole.