The effective manager / Mark Horstman.

Format:

Book

Author/Creator:

Horstman, Mark, author.

Language:

English

Subjects (All):

Executive ability.

Supervision of employees.

Management.

Teams in the workplace--Management.

Teams in the workplace.

Physical Description:

1 online resource (208 pages)

Edition:

1st edition

Place of Publication:

Hoboken, New Jersey : Wiley, 2016.

System Details:

text file

Summary:

The how-to guide for exceptional management from the bottom up 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 today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level—with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.

Contents:

The Effective Manager

Contents

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

What Are the First Names of All of the Children of the People Who Report Directly to You?

Trust

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

1. ``My Boss is Saying I'm Important.´´

2. ``I Have Time to Prepare.´´

Weekly

Biweekly

Monthly

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

It's Micromanaging

I Don't Have Time

Talking Too Much and Talking Too Little

Pushback on Note Taking

``Documentation´´

Can I Do One On Ones over the Phone?

Do Phone O3s When You Can't Do Face-to-face O3s

Webcams Are Even Better

The Basics Still Apply

It Works Better If We Call Them

More Document Sharing Is Necessary

Interruptions Are More Frequent Without Focus

Can I Be Friends with My Directs?

You Cannot Be Friends with Your Directs

Your Directs Don't Think of You as a Friend (First)

You Can Be Friendly with Your Directs

You Cannot Show Favoritism with Your Friendships

You Can Drink with Your Directs.

You Cannot Do or Say Stupid or Drunk Things with Your Directs

You Can ``Friend´´ Your Directs on Facebook, but You Don't Have To

Can I Do One On Ones as a Project Manager?

The Key Difference Is a 15-15 Agenda versus a 10-10-10 Agenda

Follow the Basic Principles

Focus on the Team Member

Scheduled, Weekly

30 Minutes Long

Your Cubicle or a Phone PMO3 Is Fine

PMO3s Only Occur during the Life of the Project

You May Get More Pushback

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

Step 1: Ask

Step 2: State the Behavior

Step 3: State the Impact of the Behavior

Step 4: Encourage Effective Future Behavior

When Should I Give Feedback?

The Simple Answer Is, Sooner Is Better

8: Common Questions and Resistance to Feedback

How Does It Sound?

Question 1: Am I Angry?

Question 2: Do I Want to Remind or Punish?

Question 3: Can I Let It Go?

Maybe Delay or Defer

What Do I Do If One of My Directs Pushes Back or Refuses Feedback?

The Capstone: Systemic Feedback

When Do We Use It?

How Is It Different?

Two Dangers

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

When They Fail to Accomplish Something the Previous Week

When They Run Out of Tasks

11: How to Start Coaching

12: Push Work Down-Delegation

Why Delegation Is the Solution-The Delegation Cascade

Delegate the Big Black Ball

Delegate One of the Big Gray Balls

Delegate One or More of the Small Balls

How to Delegate-The Manager Tools Delegation Model

1. State Your Desire for Help

2. Tell Them Why You're Asking Them

3. Ask for Specific Acceptance

4. Describe the Task or Project in Detail

5. Address Deadline, Quality, and Reporting Standards

13: Common Questions and Resistance to Delegation

What Should You Delegate?

What If a Direct Repeatedly Says No to Delegation Requests?

When They Say No, Honor It, Initially

After Two Demurrals, Examine Your Assumptions

14: How to Start Delegating

Afterword

Index

End User License Agreement.

Notes:

Description based on print version record.

Includes index.

ISBN:

9781119286110

1119286115

OCLC:

951975206