The effective manager
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 tr...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley
2016.
|
| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630461106719 |
Tabla de Contenidos:
- 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.
