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| Overview |
Tackle every management challenge with skill and confidence! Managers are faced with a variety of challenges every day. There are decisions to make, conflicts to resolve, and strategies to implement, among many other responsibilities. As a new manager you need to build the skills necessary for tackling 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, and proven advice from renowned experts, The Complete New Manager teaches you how to:
The key to successful management is the ability to meet challenges as they arise. Here, in one volume, is everything you need to bolster your on-the-job skills and reach the highest levels of success. |
| About the authors |
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. |
| Table of contents |
Introduction; PART 1: New Manager Essentials; Chapter 1. Give Feedback; Chapter 2. Make the Best of Bad News; Chapter 3. Delegate; Chapter 4. Pick the Brains of Departing Workers; Chapter 5. Review Performance Regularly; Chapter 6. Decide and Deliver; Chapter 7. Use "Praise Motivation"; Chapter 8. Plan Your Meetings; Chapter 9. Think Strategically; Chapter 10. Build Alliances; Chapter 11. Give Great Instruction; Chapter 12. Get Feedback; Chapter 13. Speak with Power; Chapter 14. Win Over Cynics; Chapter 15. Prepare for Change; Chapter 16. Muzzle Your Mouth; Chapter 17. Pose Penetrating Questions; Chapter 18. Lift Poor and Mediocre Performers; Chapter 19. Criticize without Criticism; Chapter 20. Beat the Clock; Chapter 21. Impress Your Boss; Chapter 22. Mix and Mingle; PART II: Being an Effective Leader; Chapter 23. Extraordinary Leadership; Chapter 24. Leaders can be Made; Chapter 25. Raise the Leadership "Tent"; Chapter 26. Character Is the Essence of Leadership; Chapter 27. Develop Personal Capability; Chapter 28. Focus on Results; Chapter 29. Cultivate Interpersonal Skills; Chapter 30. Lead Organizational Change; Chapter 31. Find Your Leadership Sweet Spot; Chapter 32. Focus On Building Strengths; Chapter 33. Concentrate On Developing Strengths; Chapter 34. Let the Halo Effect Work For You; Chapter 35. Fix Fatal Flaws; Chapter 36. Loot For Powerful Combinations Of Competencies; Chapter 37. Learn From Mistakes; Chapter 38. Build Positive Relationships; Chapter 39. Be Open to New Ideas; Chapter 40. Be Accountable; Chapter 41. Take Initiative; Chapter 42. Learn From Feedback; Chapter 43. Take a Nonlinear Approach; Chapter 44. Take Steps to Improve Your Leadership; Chapter 45. Develop Your People; PART III: Motivating Your Employees; Chapter 46. Build a Motivated Workforce; Chapter 47. Know What Drives People; Chapter 48. Make Employees Feel Like Partners; Chapter 49. Show Employees How the Business Operates; Chapter 50. Know the Competition; Chapter 51. Encourage Intelligent Risk-Taking; Chapter 52. Inspire Creative and Innovative Thinking; Chapter 53. Affirm the Link Between Motivation and Performance; Chapter 54. Help Employees Achieve Greater Performance; Chapter 55. Get Employees to Buy Into Your Ideas'and Theirs; Chapter 56. Be Clear'and Consistent'About Rewards and Recognition; Chapter 57. Always Expect the Best from Employees; Chapter 58. Fire Up Successful Performance; Chapter 59. Offer Incentives and Morale-Boosters; Chapter 60. Give Your Power Away; Chapter 61. Encourage Accountability at All Times; Chapter 62. Build Trust for a Better Tomorrow; Chapter 63. Boost Morale; Chapter 64. Make it Fun to Make it Motivating; Chapter 65. Attack De-Motivators Head-On; Chapter 66. Put Heart and Soul Into Your Team; Chapter 67. Unleash the Power of Human Potential; Chapter 68. Retain Your Employees; PART IV: Dealing with Difficult People; Chapter 69. Recognize the 10 Most Unwanted Behaviors; Chapter 70. Choose Your Approach; Chapter 71. Understand the Four Intents; Chapter 72. The First Intent: Get It Done; Chapter 73. The Second Intent: Get It Right; Chapter 74. The Third Intent: Get Along; Chapter 75. The Fourth Intent: Get Appreciation; Chapter 76. Recognize the Results of Threatened Intents; Chapter 77. Reduce Differences; Chapter 78. Listen to Understand; Chapter 79. Reach a Deeper Understanding; Chapter 80. Speak to be Understood; Chapter 81. Project and Expect the Best; Chapter 82. Bring Out the Best in the Tank; Chapter 83. Bring Out the Best in the Sniper; Chapter 84. Bring Out the Best in the Know-It-All; Chapter 85. Bring Out the Best in the Think-They-Know-It-All; Chapter 86. Bring Out the Best in the Grenade; Chapter 87. Bring Out the Best in the Yes Person; Chapter 88. Bring Out the Best in the Maybe Person; Chapter 89. Bring Out the Best in the Nothing Person; Chapter 90. Bring Out the Best in the No Person; Chapter 91. Bring Out the Best in the Whiner; Chapter 92. Take Action Steps; PART V: Planning and Executing Strategy; Chapter 93. Manage Strategically; Chapter 94. Follow the Logic; Chapter 95. Assess Your Company's Readiness; Chapter 96. Plan to Plan; Chapter 97. Define Your Business; Chapter 98. Understand Your Model; Chapter 99. Know Your Market; Chapter 100. Assess the Terrain; Chapter 101. Understand Opportunities and Threats; Chapter 102. Set Feasible Goals; Chapter 103. Strategize; Chapter 104. Set Priorities; Chapter 105. Pursue Your Purpose; Chapter 106. Follow Your Mission; Chapter 107. Write the Annual Plan; Chapter 108. Obtain Commitment; Chapter 109. Align with Strategy; Chapter 110. Work Across Functions; Chapter 111. Execute With Discipline; Chapter 112. Monitor and Improve; Chapter 113. Learn, Change, and Institutionalize; Appendices; Index |
