Good self bad self judy smith pdf


 

Good Self, Bad Self by Judy Smith - From the real-life crisis expert who inspired ABC's maroc-evasion.infone must learn to live with personal missteps. Whether. From the real-life crisis expert who inspired ABC's maroc-evasion.infone must learn to live with personal missteps. Whether you've put yourself in an awkward. Good Self, Bad Self and millions of other books are available for instant access. Good Self, Bad Self: How to Bounce Back from a Personal Crisis Paperback – October 15, From the real-life crisis expert who inspired ABC’s Scandal.

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Good Self Bad Self Judy Smith Pdf

Judy A. Smith is the founder and President of Smith & Company, a leading . Ms. Smith is the author of the book, Good Self, Bad Self, published by Free Press. DOWNLOAD Judy Smith Good Self Bad Self. Judy Smith is the country's foremost crisis-management expert. Through her firm Smith & Company she has. Fоrmаts: pdf, ipad, ebook, audio, text, android, epub. Author: Judy Smith, Karen White Dаtе аddеd: Sіzе: MB Good Self, Bad Self: Transforming .

She attended St. She later enrolled at American University and graduated with a J. Public service[ edit ] Smith began working in public service in , when she was employed as assistant editor for the Nurses Association of the American College of Obstetricians and Gynecologists in Washington, D. In , she was appointed Special Counsel to the U. Attorney for the District of Columbia, serving as principal adviser to the U. Attorney on media relations and chief spokeswoman. Television[ edit ] After her work for President Bush, Smith worked for NBC as vice president of communications, where she was responsible for news, sports and entertainment shows. That meeting was scheduled for less than half an hour but went on for more than three, resulting in development of the political-thriller television series Scandal , which is inspired by Smith's professional background in public relations and crisis management work in Washington D. Kirkus Reviews summarized a review by stating, "Smith provides a good overview of how to identify and curtail egregious behavior, with just enough celebrity misbehavior to hold the reader's attention. Published works[ edit ] Smith, Judy

You don't have to be friends but you do have to be friendly. Make sure you are clear about the expectations your boss has for you. If you make a mistake at work address it as soon as possible -- don't hide it. Write stuff down. Protect yourself by always having a record of what transpired or was said in any situation that might be considered sensitive. Stay calm and do not overreact. Instead, determine what strategies you can use to address the problem and then take action.

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Although you might be worried about the consequences don't give into reacting rashly to that fear. It will often prove to be more damaging. Personal crisis about to erupt? Reputation in need of repair? If she misplaces her wallet, the entire criminal underworld is probably charging up the credit cards.

It seems that much of her distress is about pulling people into her own orbit, gaining sympathy and attention. She is just a drama queen, convinced that disaster is near. If you are prone to overreaction, either because you want to appear to be important, or because you need to draw others into your orbit like Yvette, the first thing to do is recognize your pattern. Before you react, consider writing your thoughts down. Writing things down is a great way to gain perspective on them.

Then ask yourself what your entrenched behavior is costing you. Am I really going to go bankrupt because my dishwasher broke? If I come down with an iron fist to solve a problem, might I be causing more harm than good? Then answer yourself honestly.

Ego-driven Tendency 5. Failing to Own the Mistake People with big egos, in order to preserve that elevated sense of self, are often likely to avoid owning up to their errors, which compounds the problem and creates multilayered crises that can be hard to climb out of.

A healthy ego can acknowledge a mistake. Happily, there are some examples in which a crisis resulting from an out-of-control ego or ego-driven decisions can be turned around.

Look at Starbucks. Its leader Howard Schultz exhibited vision and hubris—both sides of the ego coin—with his continual drive toward expansion and disregard for costs and conventional wisdom. The company started in with six coffee shops in Seattle, then grew to stores in and 3, in , when Schultz left his position as CEO. In , Schultz decided to return and take the reins again. In the eighteen months after he took the helm for the second time, Schultz closed hundreds of stores.

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It reminds me of the old days when our company was very creative, very entrepreneurial, and we were fighting for survival and respect.

The overall financial tides of the company began to turn. Schultz recognized that arrogance had driven the company off course and realized that it was essential to acknowledge their mistakes. The earlier you recognize and own a mistake, the smaller your crisis will be.

This is just as true of people in positions of power in the workplace. It means being attuned to the facts, the circumstances, the players involved, and knowing how the issue is perceived by everyone involved, not simply adhering to your point of view in the face of constant opposition. An ego out of control can be incredibly isolating, because inherent in the problem is the belief that you are right, which makes you less likely to seek out the perspective of others. It can also lead to major crisis.

Bill, an executive in a small investment firm, was a boss who was all too eager to throw his employees under the bus every time there was a slip-up, delay, or setback. He was well-known for calling out underperforming underlings in business meetings and shaming them in front of their peers. If he thought an idea was bad, he mocked it roundly, which tended to stifle innovation and creativity. If a client had a complaint, he blamed specific workers or tried to bully the client into agreeing that the complaint was unfounded.

When his company was acquired by a larger one, Bill was pushed out. He called me hoping I could help him get his job back; I had to let him know that was impossible. Instead, I tried to help him see how ego—and his refusal to own it and manage it—had torpedoed his hopes. A survey of over 1, employees by Florida State University College of Business professor Wayne Hochwarter found that 31 percent of participants reported that their superior exaggerated his or her accomplishments to look good in front of others, 27 percent reported that their boss bragged to others to get praise, 25 percent reported that their boss or the person in charge had an inflated view of himself or herself, 24 percent reported that their boss was self-centered, and 20 percent reported that their boss would do a favor only if guaranteed one in return.

Productivity typically plummets as well.

As I often do, I took a tough-love approach with Bill. After he filled me in on what happened from his perspective he felt that people had thrown him under the bus for political reasons I asked him pointed questions that revealed what had truly taken place with his subordinates.

In fact, he took pride in the way he took people to task in public, believing it to be motivational and character building. I walked him through times in the past when he could have been more of a team player and a more supportive boss, and accomplished similar ends. I encouraged him to speak to a job counselor and a therapist to see how his behavior was harming him professionally and personally.

Targeted, thoughtful regrets are always better than generalities.

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I had him spread the word through his network that he was job-hunting and urged him repeatedly to be humble. He had to show his colleagues—and put the word out into the grapevine—that he was willing to change. But he was willing to do the work of change. It would have been unrealistic to expect an ego-driven guy like Bill to do a complete turnaround, even from a crisis as big as this one, but he was willing to do what he could to repair his reputation and gain employment again.

A crisis became an opportunity for meaningful change. Here are some of the questions I had suggested that Bill consider about how large a role his negative ego played in the outcome of his situation; you too might ask them yourself, wherever you fall in the workplace food chain.

In meetings, what percentage of the time are you the one doing the talking? Your work life and quite possibly other areas of your life will improve if you take action. For example, if you know you tend to talk over everyone else, ask a trusted colleague to help you listen better and integrate the ideas of others.

Reconsider whether that is the best way to inspire your team. A good way might be to ask them what it will take to get what you want done and let them help to set the deadline, so they will be invested in the project, as well as to make yourself available to supervise, not just to expect results.

Make it a point to be empathetic. Where someone with an overblown ego is often incorrect, though, is in thinking that any manner in which this fact is pointed out is valuable. It is not. The way in which a criticism is delivered can make the difference between effecting the change you want and simply coming off as mean. Finally, give yourself marks and guideposts and stand by them. Or vow to ask three information-gathering questions before offering your opinion. In most cases it requires you to step away from the situation, reevaluate, reassess, and really figure out what your endgame is going to look like.

Tiger Woods is a good example of someone who underwent this process. As you no doubt recall, in Woods was involved in a late-night accident right outside his Florida mansion. The window of his brand-new Cadillac Escalade was smashed. Eventually the story came out that Woods had been unfaithful. The sport tends to be very conservative. When he trashed that image, he put at risk everything he had. So the first thing he did was acknowledge that he had screwed up.

He offered a highly orchestrated public apology to an audience of friends, family though his wife was notably absent , and sympathetic journalists. Know where you want to end up. Know when to hold and when to fold. Admit you are in trouble. You will know when to walk away. Things usually get worse before they get better. Expect the unexpected. These guidelines are just the icing on this cake of a book. Think of this book as two-fold: And, be prepared to learn about your good and bad selves in the process!

Aug 18, Jenny rated it really liked it Shelves: I read this book for a class. It had been on my "to read" list for a while but I confess I probably wouldn't have picked it up if I didn't have the assignment to read this. I enjoyed it.

Good Self, Bad Self: Transforming Your Worst Qualities into Your Biggest Assets

It's very clear and concise - at times it's a bit repetitive. I like that Judy is very no-nonsense and she makes the reader acknowledge that frequently the problems in your life come from your own faults. It is necessary to acknowledge those faults, figure out how to right the wrongs and then figure out a way to I read this book for a class.

It is necessary to acknowledge those faults, figure out how to right the wrongs and then figure out a way to channel your personality flaws into something more positive.

It's a good primer for a business crisis or personal crisis. View 2 comments. Feb 02, Pamela rated it did not like it. Long,drawn out. Lots of name dropping. She makes her point with tons of stories about famous people, but there is no real content.

The title of the book is misleading as I did NOT learn one bit about "transforming your worst qualities into your biggest assets" -- basically, use moderation in all things including your traits. Dec 23, Ingrid rated it it was amazing. Great insight into managing any crisis. Tactical advice for solving or resolving problems in the workplace or in personal life situations.

The Olivia Pope character in the tv series is based on the work of Judy Smith. View 1 comment. May 14, Kandi rated it did not like it. I found myself skimming through this, not particularly well or badly written and rather obvious in its conclusions. Mar 20, Rebecca rated it did not like it. Should have chosen a different narrator for the audiobook.

Good Self, Bad Self: Transforming Your Worst Qualities into Your Biggest Assets

There might be some good stuff in this book but it sounded like a freshman college essay. Couldn't finish it. Mar 04, Corinne rated it really liked it. I received a galley copy of this book through a Goodreads giveaway. I was originally interested in the book because it seemed different from so many self-help or advice books out there, and I was pleasantly surprised to find that it was. Judy Smith, a professional crisis management expert, goes over several traits she has seen time and again lead others to require her assistance.

However, she acknowledges that all of those traits can be valuable, when in balance. Unlike so many self help authors I received a galley copy of this book through a Goodreads giveaway. Unlike so many self help authors whose goal seems to be to turn us all into beatific drones completely bereft of any emotion with the potential for negativity, Smith shows that traits such as fear, ambition, ego, and indulgence among others have a place in our lives and can be used positively.

Her book is filled with examples perhaps overfilled, but it's a fine line to walk of famous scandals that contain her key traits at their core. She also tells us how these traits present in less cataclysmic but still damaging ways, and how to pursue balance in our own lives using her POWER system. While the sections at the end of each chapter explaining how to apply POWER to that trait can be redundant at times, overall the book is extremely helpful for anyone looking to resolve, or better yet prevent, the presence of crisis in their lives, as well as anyone who feels a little off balance in terms of their core personality traits.

Sep 16, Roger Smitter rated it liked it. While the Greek philosophers covered this topic centuries ago, Smith enlivens the idea with multiple examples of public figures who allow virtues to become vices. Good Self, Bad Self provides insights about seven core human traits: Other writers, especially those Greek philosophers, see more complexity in human behavior than Smith writes about.

This approach reaches it fullest expression in the chapters on fear and accommodation. Others do not.

Some examples tend to overwhelm the serious topics in this book. After a chapter or two, I could skim through the examples and get to the core of what she has to say.

Many of these examples will be dated very quickly because people in high places keep behaving in ways that provide writers like Smith with abundant fodder. Her work as a crisis consultant will no doubt provide material for her next book. Jun 01, Eyehavenofilter rated it liked it. Well yes we all have a good self and a bad self but do we have control?

I bet we don't! We all like the spotlight sometimes But seriously, how many times can you say your sorry for being such a jackass at work, to your partner, when your car breaks down, when you can't find your keys, you didn't get that promotion After everything you've sacrificed for whoever, whatever? Ego, denial, fear, ambition, accommodation, patience, or indulgence that got in your own way of success? Judy Smith uses, some really famous cases to illustrate how the very famous and infamous have literally destroyed their own reputations, just by falling into the traps and traits listed above!

And just think you may be doing it too. Want to stop? Get back in charge! May 16, Monique rated it really liked it.

Smith uses lots of examples in the book but nothing juicy or new. That made me stop and think After stepping back and reading the book on its own merit it helped me think about how I handled crisis in my life

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