A Practical Handbook for the Boss: What Your Momma Tried to Teach You about Playing Nicely with Others - Softcover

Willis, Jim

Softcover

ISBN 10: 1491760729 ISBN 13: 9781491760727

Verlag: iUniverse, 2015

Inhaltsangabe

Successful managers and leaders know that despite what many believe, things don't have to be bigger, faster, and more complicated to succeed. In this practical guidebook for bosses, you'll learn how to incorporate good old-fashioned values and common sense to help employees achieve goals. Examining how successful leaders overcome challenges will give you the knowledge you need to: inspire confidence in others by being consistent; consider policies before implementing them; communicate with employees instead of harassing them; promote positive attitudes in the workplace. The guide is small enough to carry with you and includes space throughout so you can write down what type of leader you want to be, what positive attributes will improve your chances of success, what negative traits are holding you back, and more. As you learn management strategies, you'll be able to reflect back and apply what you've learned to build better relationships with employees and get them excited about achieving business goals. Our world today expects everything to be bigger, longer, faster and more complicated to be successful. We often have the misguided idea that it has to be those things in order to be good. Nothing can be farther from the truth! The problem with this is most people don't have time to "jump through all the hoops" that many professionals expect in order to be seen as "successful" It's time that we got back to some good, old-fashioned values when it comes to supervising other people. A Practical Handbook for the Boss is a short, easy to read handbook that is small enough to carry with you and allows you to be a part of the publication by including your own ideas and successes as an administrator. In other words, it helps you see your own successes and builds on them. Hopefully, it will help you be more sensitive to your employees, more focused on your goals, happier in your personal life, and be a better boss.

Über diesen Titel

Über die Autorin bzw. den Autor

Jim Willis is a native Oklahoman, a veteran author, journalist, and professor emeritus at California's Azusa Pacific University. He has authored or co-authored 22 nonfiction books and one historical fiction book. He holds the PhD from the University of Missouri, is a lifelong world traveler, and now lives in Kentucky with his wife of 26 years, Anne.

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A Practical Handbook for the Boss

What Your Momma Tried to Teach You about Playing Nicely with Others

By Jim Willis

iUniverse

Copyright © 2015 Jim Willis
All rights reserved.

ISBN: 978-1-4917-6072-7

Contents

Preface, ix, 
1) Remember ... You Are the Leader!, 1, 
2) Be Consistent!, 8, 
3) If It's Important, He'll Say It Again!, 16, 
4) The Two Most Important Words to Raise Morale: "Great Job!", 22, 
5) Keep It Legal, 31, 
6) Provide a Service to the Public and Remain a Professional While Doing It, 38, 
7) Never Stop Learning, 44, 
8) The Buck Stops Here!, 50, 
9) Even God Rested Sometimes, 57, 
10) What Have I Gotten Myself Into?, 63, 
11) Make a Difference to Someone Today, 69, 
12) Motivational Quotes, 75, 

CHAPTER 1

REMEMBER ... YOU ARE THE LEADER!

Now when a man works, his wages are not credited to him as a gift, but as an obligation. Romans 4:4 (NIV)

Take a moment and look at that word, "leader." The beginning of it contains the word "lead" for a reason. The best leaders lead through example. Great leaders lead; poor leaders direct.

An often-heard adage in the military was, "Do as I say, not as I do." Many administrators in the military were those old chiefs and seniors who went around in their dress uniforms with a cup of coffee in one hand and their finger pointing the direction they wanted you to go with the other. It's amazing that in the military, many managers often do not even have experience in the area they are managing. More often than not, rank is the most important thing. I'm not going to say those guys are not successful. I just think they have a harder time getting respect from others because they don't have the same work experiences.

Wow, isn't that an important word ... respect! That's what successful administrators are entitled to. It is the ultimate prize that a person can gain from someone else.

The military heroes of the past all had this same philosophy. Air Force leaders were commanding the lead bombers during many famous bombing raids. Army leaders jumped out of the plane with their squadrons. Marine leaders stormed the beaches with their troops. Navy leaders were the last to leave their sinking ships. These are stories that true American heroes will be remembered by.

There are many military leaders who are remembered for such heroic acts. Some of those who come to my mind are General "Hap" Arnold, General Dwight Eisenhower, Lt. General Holland Smith, and Admiral Chester Nimitz. All are World War II heroes who not only carried out their assignments but did so with courage, determination, and desire to make a difference in the lives of their men and the world as a whole.

Do we still have military leaders today who have this same philosophy? Consider General Colin Powell. At age fifty-two, he became the youngest officer and the first Afro-Caribbean American to serve as the chairman of the Joint Chiefs of Staff, the highest military position in the Department of Defense. During his chairmanship of the Joint Chiefs, he oversaw twenty-eight crises, including the invasion of Panama, Operation Desert Storm and the Persian Gulf War. During these events, Powell was given the nickname "the reluctant warrior" because he rarely advocated military intervention as the first solution to an international crisis; instead he encouraged diplomacy and containment to resolve the conflict.

Another modern warrior to consider is General David Petraeus. Petraeus was a well-known leader of the multi-national forces in Iraq and later in Afghanistan. In 2010, he was personally selected by President Obama and seconded by the U.S. Congress to become commander of military forces in Afghanistan. His well-known and popular leadership success earned him promotion to four-star general and he is probably the military leader best known to the American public.

I can't imagine any of these men ever complaining about the job they had to do. I am sure they relished the desire to take on the responsibility that was asked of them. They were also the type of personalities that did not relinquish their job to someone else, just in case things did not work out. I am sure these officers were on the front line, working side by side with their men and being actively involved with the success of their missions.

They took responsibility and showed their troops what it meant to be a leader. I can't think of a better legacy than to be remembered for my efforts with my fellow team members. I don't want to tell anyone how to do their job; I want to show them how to do their job.

These were the type of leaders that I tried to be like when I was an administrator. They were my leader heroes. My ultimate desire is to be remembered as standing side by side with my employees, not afraid to get my hands dirty, helping them to provide a successful program.

When people pass on from this life, we all want to be remembered in a certain way. We want to leave a legacy. What better legacy than to be respected for what you have done? My philosophy along these lines is, "Don't expect someone to do something that you are not willing to do yourself ".

What I need to ask you before we go any further is this, "How do you want to be remembered by your family and at your job?" Just as we want to be good examples to our family, those that mean the most to us, we should also concentrate on being good examples to our staff.

I once had a class assignment in which we were expected to write an obituary of ourselves as we thought it would be written in our local newspaper. I had never done anything so difficult in a classroom before! I asked myself, "What type of legacy would I leave if I died today?" "What would my family and friends remember about me if I were no longer living?" "What successes would I be remembered for that I was able to accomplish while I was alive?" Try it yourself and see how you think your obituary would appear if you were to die today.

Write your own obituary, including what accomplishments you have had during your lifetime. How do you want to be remembered?

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Who are some individuals that you consider to be heroes that you would like to emulate as a leader?

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Your own thoughts:

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CHAPTER 2

BE CONSISTENT!

"Simply let your 'Yes' be 'Yes,' and your 'No,' 'No;' anything beyond this comes from the evil one." Matthew 5:37 (NIV)

I don't think anything destroys an organization more than being inconsistent. It creates hurt feelings, mistrust, and confusion among your co-workers.

Think about those policies that come out one day, are broken the next day, and are swept under the rug the third day. Any time an administrator puts out a memo that tells how something will be done, he should expect that policy to be followed. The last person to ignore a policy should be the supervisor.

One organization that I worked for had a shaky history of not expecting all policies to be followed all of the time. It was not that the policies were unimportant, but...

Details zur Ausgabe

• Verlag: iUniverse
• Erscheinungsdatum: 2015
• Sprache: Englisch
• ISBN 10: 1491760729
• ISBN 13: 9781491760727
• Einband: Taschenbuch
• Anzahl der Seiten: 104
• Kontakt zum Hersteller: preigu GmbH & Co. KG; mail@preigu.de; ; Lengericher Landstr. 19; Osnabrück; Niedersachsen; 49078; Deutschland