The effective manager

著者

    • Horstman, Mark

書誌事項

The effective manager

Mark Horstman

Wiley, c2016

  • : cloth

大学図書館所蔵 件 / 全2件

この図書・雑誌をさがす

注記

Includes index

内容説明・目次

内容説明

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 training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level-with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.

目次

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

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