The effective manager. (2016)

• Record Type: Book
• Further Information: Note: Mark Horstman.
• Authors: Horstman, Mark
• Contents: Introduction Who This Book Is for, What It’s about, and Why ix About Manager Tools xii A Note about Data xiii A Note about Gender xiv 1 What Is an Effective Manager? 1 Your First Responsibility as a Manager Is to Achieve Results 2 Your Second Responsibility as a Manager Is to Retain Your People 4 The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People 4 2 The Four Critical Behaviors 7 The First Critical Behavior: Get to Know Your People 8 The Second Critical Behavior: Communicate about Performance 17 The Third Critical Behavior: Ask for More 20 The Fourth Critical Behavior: Push Work Down 22 3 Teachable and Sustainable Tools 25 4 Know Your People—One On Ones 37 Scheduled 37 Weekly 42 30-Minute Meeting 46 With Each of Your Directs 48 The Manager Takes Notes 50 Where to Conduct One On Ones 54 5 Common Questions and Resistance to One On Ones 57 The Most Common Forms of One-On-One Pushback 57 Talking Too Much and Talking Too Little 68 Pushback on Note Taking 77 Can I Do One On Ones over the Phone? 79 Can I Be Friends with My Directs? 84 Can I Do One On Ones as a Project Manager? 92 6 How to Start Doing One On Ones 99 Choose Times from Your Calendar 99 Send Out a One-On-One E-mail Invitation 100 Allow for Possible Changes in the Near Future 101 Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting 101 Answer Questions 101 Conduct One On Ones Only for 12 Weeks 101 Don’t Rush to Get to Feedback! 102 Don’t Rush to Get to Negative Feedback 102 7 Talk about Performance—Feedback 103 Encourage Effective Future Behavior 108 When Should I Give Feedback? 121 8 Common Questions and Resistance to Feedback 127 How Does It Sound? 127 The Capstone: Systemic Feedback 133 9 How to Start Delivering Feedback 141 Announce Your Intention in Your Weekly Staff Meeting 141 Schedule 30 Minutes for Your Briefing 142 Use Our Materials 142 Cover the Purpose of Feedback 142 Walk Them through Each Step of the Feedback Model 142 Give Only Positive Feedback for Eight Weeks 143 Add in Negative Feedback after Eight Weeks 144 Stay as Positive as You Can 144 10 Ask For More—Coaching 147 Step 1: Collaborate to Set a Goal 149 Step 2: Collaborate to Brainstorm Resources 152 Step 3: Collaborate to Create a Plan 154 Step 4: The Direct Acts and Reports on the Plan 159 11 How to Start Coaching 163 12 Push Work Down—Delegation 165 Why Delegation Is the Solution—The Delegation Cascade 167 How to Delegate—The Manager Tools Delegation Model 173 13 Common Questions and Resistance to Delegation 179 What Should You Delegate? 179 What If a Direct Repeatedly Says No to Delegation Requests? 180 14 How to Start Delegating 183 Afterword 185 Index 189
• Edition: 1st
• Publisher Details: Hoboken, New Jersey : John Wiley & Sons, Inc
• Publication Date: 2016
• Extent: 1 online resource
• Subjects: 658.409; Executive ability; Supervision of employees; Management; Teams in the workplace -- Management
• Languages: English
• ISBNs: 9781119286127; 9781119286110
• Related ISBNs: 9781119244608
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.