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The effective manager /
The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking t...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley,
[2016]
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| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
Tabla de Contenidos:
- Introduction: Who This Book Is for, What It's about, and Why
- What Is an Effective Manager?
- The Four Critical Behaviors
- Teachable and Sustainable Tools
- Know Your People: One On Ones
- Common Questions and Resistance to One On Ones
- How to Start Doing One On Ones
- Talk about Performance
- Common Questions and Resistance to Feedback
- How to Start Delivering Feedback
- Ask For More: Coaching
- How to Start Coaching
- Push Work Down: Delegation
- Common Questions and Resistance to Delegation
- How to Start Delegating.
- Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools
- A Note about Data
- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results
- Your Second Responsibility as a Manager Is to Retain Your People
- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People
- The Second Critical Behavior: Communicate about Performance
- The Third Critical Behavior: Ask for More
- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones
- Scheduled
- Weekly
- 30-Minute Meeting
- With Each of Your Directs
- The Manager Takes Notes
- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback
- Talking Too Much and Talking Too Little
- Pushback on Note Taking
- Can I Do One On Ones over the Phone?
- Can I Be Friends with My Directs?
- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar
- Send Out a One-On-One E-mail Invitation
- Allow for Possible Changes in the Near Future
- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting
- Answer Questions
- Conduct One On Ones Only for 12 Weeks
- Don't Rush to Get to Feedback!
- Don't Rush to Get to Negative Feedback. 7. Talk about Performance
- Feedback. Encourage Effective Future Behavior
- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound?
- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting
- Schedule 30 Minutes for Your Briefing
- Use Our Materials
- Cover the Purpose of Feedback
- Walk Them through Each Step of the Feedback Model
- Give Only Positive Feedback for Eight Weeks
- Add in Negative Feedback after Eight Weeks
- Stay as Positive as You Can. 10. Ask For More
- Coaching. Step 1: Collaborate to Set a Goal
- Step 2: Collaborate to Brainstorm Resources
- Step 3: Collaborate to Create a Plan
- Step 4: The Direct Acts and Reports on the Plan.
- 11. How to Start Coaching. 12. Push Work Down--Delegation. Why Delegation Is the Solution
- The Delegation Cascade
- How to Delegate
- The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate?
- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating.