The Complete New Manager: Essential Tips and Techniques for Managers - Softcover

Zenger, John

Softcover

ISBN 10: 0071744479 ISBN 13: 9780071744478

Verlag: McGraw-Hill Education, 2010

Inhaltsangabe

Tackle every management challengewith skill and confidence!

Managers are faced with a variety of challenges every day. There are decisionsto make, conflicts to resolve, and strategies to implement, among many otherresponsibilities. As a new manager you need to build the skills necessary fortackling problems head-on.

The Complete New Manager is a valuable toolkit that helps you meet day-to-day challenges quickly and effectively. Filled with tips, techniques, andproven advice from renowned experts, The Complete New Manager teachesyou how to:

• Become a dynamic leader who instills confidencein both employees and upper management
• Hire the right people and cultivate an environmentthat makes them want to stay
• Develop and encourage free-flowing, two-waycommunication with your staff
• Use proven techniques to deal withdifficult people and problem employees
• Successfully plan and implement businessstrategies large and small
• Produce sustained, positive results thatimpress your bosses

The key to successful management is the ability to meet challenges as theyarise. Here, in one volume, is everything you need to bolster your on-the-jobskills and reach the highest levels of success.

Über diesen Titel

Über die Autorin bzw. den Autor

John H. Zenger, D.B.A., is the CEO and cofounder of Zenger/Folkman, a firm that employs evidence-based, positive methods to strengthen organizations and those who lead them. In 1994 he was inducted into the Human Resource Development Hall of Fame. He is the author or co-author of seven books on leadership and teams.

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THE COMPLETE NEW MANAGER

Essential Tips and Techniques for Managers

By JOHN H. ZENGER

The McGraw-Hill Companies, Inc.

Copyright © 2007 The McGraw-Hill Companies, Inc.
All rights reserved.

ISBN: 978-0-07-174447-8

Contents

PART 1 NEW MANAGER ESSENTIALS
1 Give Feedback
2 Make the Best of Bad News
3 Delegate
4 Pick the Brains of Departing Workers
5 Review Performance Regularly
6 Decide and Deliver
7 Use "Praise Motivation"
8 Plan Your Meetings
9 Think Strategically
10 Build Alliances
11 Give Great Instructions
12 Get Feedback
13 Speak with Power
14 Win Over Cynics
15 Prepare for Change
16 Muzzle Your Mouth
17 Pose Penetrating Questions
18 Lift Poor and Mediocre Performers
19 Criticize Without Criticism
20 Beat the Clock
21 Impress Your Boss
22 Mix and Mingle
PART 2 BEING AN EFFECTIVE LEADER
23 Leaders Can Be Made
24 Raise the Leadership "Tent"
25 Character Is the Essence of Leadership
26 Develop Personal Capability
27 Focus on Results
28 Cultivate Interpersonal Skills
29 Lead Organizational Change
30 Find Your Leadership "Sweet Spot"
31 Focus on Building Strengths
32 Concentrate on Developing Three to Five Strengths
33 Let the Halo Effect Work for You
34 Fix Fatal Flaws
35 Look for Powerful Combinations of Competencies
36 Learn from Mistakes
37 Build Positive Relationships
38 Be Open to New Ideas
39 Be Accountable
40 Take Initiative
41 Learn from Feedback
42 Take a Nonlinear Approach
43 Take Steps to Improve Leadership Skills
44 Develop Your People
PART 3 MOTIVATING YOUR EMPLOYEES
45 Build a Motivated Workforce
46 Know What Drives People
47 Make Employees Feel Like Partners
48 Show Employees How the Business Operates
49 Know the Competition
50 Encourage Intelligent Risk-Taking
51 Inspire Creative and Innovative Thinking
52 Affirm the Link Between Motivation and Performance
53 Help Employees Achieve Greater Performance
54 Get Employees to Buy Into Your Ideas—and Theirs
55 Be Clear—and Consistent—About Rewards and Recognition
56 Always Expect the Best from Employees
57 Fire Up Successful Performance
58 Offer Incentives and Morale Boosters
59 Give Your Power Away
60 Encourage Accountability at All Times
61 Build Trust for a Better Tomorrow
62 Boost Morale
63 Make It Fun to Make It Motivating
64 Attack De-Motivators Head-On
65 Put Heart and Soul into Your Team
66 Unleash the Power of Human Potential
67 Retain Your Employees
PART 4 DEALING WITH DIFFICULT PEOPLE
68 Recognize the 10 Most Unwanted Behaviors
69 Choose Your Approach
70 Understand the Four Intents
71 Understand the First Intent: Get It Done
72 Understand the Second Intent: Get It Right
73 Understand the Third Intent: Get Along
74 Understand the Fourth Intent: Get Appreciated
75 Recognize the Results of Threatened Intents
76 Reduce Differences
77 Listen to Understand
78 Reach a Deeper Understanding
79 Speak to Be Understood
80 Project and Expect the Best
81 Bring Out the Best in the Tank
82 Bring Out the Best in the Sniper
83 Bring Out the Best in the Know-It-All
84 Bring Out the Best in the Think-They-Know-It-All
85 Bring Out the Best in the Grenade
86 Bring Out the Best in the Yes Person
87 Bring Out the Best in the Maybe Person
88 Bring Out the Best in the Nothing Person
89 Bring Out the Best in the No Person
90 Bring Out the Best in the Whiner
91 Take Action Steps
PART 5 PLANNING AND EXECUTING STRATEGY
92 Manage Strategically
93 Follow the Logic
94 Assess Your Company's Readiness
95 Plan to Plan
96 Define Your Businesses
97 Understand Your Model
98 Know Your Market
99 Assess the Terrain
100 Understand Opportunities and Threats
101 Set Feasible Goals
102 Strategize
103 Set Priorities
104 Pursue Your Purpose
105 Follow Your Mission
106 Write the Annual Plan
107 Obtain Commitment
108 Align with Strategy
109 Work Across Functions
110 Execute with Discipline
111 Monitor and Improve
112 Learn, Change, and Institutionalize
Index

Excerpt

CHAPTER 1

Give Feedback

Part of your job as a new manager is to give helpful feedback to employees. Butit doesn't stop there.

The feedback process isn't over when you reel off what you think the employeeshould do to improve performance. It ends when the worker understands your inputand applies it successfully.

Most managers dislike giving negative feedback. They may fear that workers willperceive their well-intentioned comments as personal criticism. And because it'scommon for rookie managers to want to be liked by their troops, they may shyaway from pointing out work-related defects or concerns about an individual'seffort or attitude.

Get over it!

Effective managers must give...

Details zur Ausgabe

• Verlag: McGraw-Hill Education
• Erscheinungsdatum: 2010
• Sprache: Englisch
• ISBN 10: 0071744479
• ISBN 13: 9780071744478
• Einband: Taschenbuch
• Anzahl der Seiten: 480
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar