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| Foreword | |
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| Introduction: Using this Book | |
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| You're a Manager-Now What? | |
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| What Is a Manager? | |
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| The Function of Management: The 80:20 Rule | |
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| From "Being Managed" to Manager | |
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| Understanding the Corporate Culture | |
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| Defining Your Role-Get Clear on What You Need to Do | |
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| Setting Up Your Management Style | |
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| Tips and Traps for Beginning Managers | |
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| New Rules for Management | |
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| How the Workforce Has Changed | |
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| Labor Laws | |
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| Multicultural Management | |
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| Telecommuting and Virtual Management | |
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| Creative People and Knowledge Workers | |
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| Avoiding Legal Complications | |
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| Goal Setting and Achievement | |
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| What Is Goal Setting? | |
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| Decide on Your Goals | |
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| Keep Them Simple and Focused | |
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| Concentrate on Results Rather Than on Activities | |
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| Goals Should Hit Their MARC | |
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| Prioritize for Maximum Effect | |
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| Encourage Your Team to Suggest Their Own Goals | |
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| Plan Only the 20 Percent | |
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| Make Someone Responsible for Each Task, and Set a Deadline | |
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| Spot the Bombs | |
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| Prevent, Rather Than Fight Fires | |
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| Control the Key 20 Percent of Tasks in a Plan | |
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| Making Your Day More Productive | |
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| Set a Good Example | |
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| Urgent Is Not Necessarily Important | |
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| Write It Down-And Make It Real | |
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| Don't Rush Around Aimlessly-Organize a Routine Day | |
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| Dealing with Office Politics and Interruptions | |
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| Expect the Unexpected | |
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| Avoid Playing Desk Chess | |
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| Learn How to Say "No" Constructively | |
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| Avoid Excessive Paperwork | |
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| Effective Problem-Solving | |
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| For Every Action, There Is a Reaction | |
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| Clearly Separate Cause from Effect | |
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| Build Upon a Solid Starting Point | |
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| Define the Problem Effectively, and Be Specific | |
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| Use Charts and Diagrams to Help | |
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| Avoid Assumptions When Dealing with People | |
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| Deviations Are Caused by Changes | |
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| Finding the Real or Underlying Cause | |
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| When There May Be More Than One Cause | |
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| How to Make Decisions | |
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| Logical versus Creative Decision-Making | |
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| Set Criteria Before Thinking About the Options | |
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| Consider a Range of Options, Including Do Nothing | |
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| Consider the Risks and Benefits | |
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| Effective Group Decision-Making | |
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| Deciding on the Basis of Benefits Versus Snags | |
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| You Will Never Have All of the Information. Decide! | |
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| Quick Decisions Have Their Own Set of Risks | |
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| Avoid Setting Criteria Too Early | |
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| The Pitfalls of Evaluating During Brainstorming | |
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| Encourage Ideas Outside the Suggestion Box | |
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| Active Listening and Positive Persuasion | |
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| Oral Communication and Persuasion | |
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| Listening Is Active, Not Passive | |
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| Summarize and Encourage Questions | |
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| Defusing Verbal Aggression and Interrogation | |
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| Consensus Decision-Making Versus Persuasion | |
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| What Do You Want to Achieve When Persuading? | |
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| Set Limits When Persuading or Negotiating | |
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| Bottom-Line People Versus Detail People | |
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| A Win/Win Approach Is Better Than Win/Lose | |
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| Always Leave the Door Open | |
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| Tactful Honesty Is the Best Policy | |
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| Teamwork and Coaching | |
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| Coaching, Leadership, and Motivation | |
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| Why Coach? | |
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| Using Coaching to Build a Good Team | |
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| Set a Solid Course for Your Team | |
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| When Acceptance Is As Good As Commitment | |
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| Except When You Really Need Commitment | |
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| When "I Don't Know" Is the Right Answer | |
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| Keep It Positive, Even When Challenged | |
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| Avoid the "Provide Goodies" Trap | |
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| Be Prepared to Make a Decision | |
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| Ask the Right Questions to Motivate Your Team | |
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| Genuine Praise Is a Powerful Motivator | |
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| Some Are More Motivated Than Others | |
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| The Importance of Mentoring | |
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| How to Delegate | |
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| Delegation and Why It Is Important | |
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| Pick the Right Task | |
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| Pick the Right Person | |
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| Pick the Right Challenge | |
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| Trust People-Give Them the Authority They Need | |
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| When Boring Tasks Are Just That | |
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| Encourage People to Do the Planning! | |
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| Encourage People to Check In, and Give Them Access | |
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| Everyone Makes Mistakes When They're Learning | |
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| Reality Check-How Do They Feel About the Task? | |
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| Avoid the Black Hole-Give Feedback When It's Done | |
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| Presenting Information and Proposals | |
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| The Importance of Effective Presentations | |
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| Nerves Are Normal | |
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| Make Time to Rehearse | |
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| Gain Their Interest Early | |
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| Be Yourself | |
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| Gimme a Break! | |
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| Pictures Are Memorable | |
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| Remember the Three Ts | |
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| Cover the Snags As Well As the Benefits | |
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| Anticipate Tough Questions | |
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| Remember to Ask for Approval | |
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| Mastering the Meeting | |
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| Organizing Meetings and Obtaining Results | |
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| Are Meetings Necessary? | |
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| Focus on Results, Rather Than Subjects | |
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| Keeping Meetings Short and to the Point | |
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| Start Your Meetings on Time | |
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| Set a Finish Time | |
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| Curtail Topic Drift in Both Minutes and Discussion | |
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| Handling Unexpected Situations | |
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| Ensure That Participants Understand Their Role | |
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| Get a Commitment to Act | |
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| Conferences, Conventions, and Retreats | |
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| Improving Performance | |
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| Coaching and Improving Performance | |
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| Make Sure Workers Own Their Responsibilities | |
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| Review Performance Objectively-Strengths Are Just As Important As Weaknesses | |
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| Ask Open-Ended Questions | |
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| Offer Options Rather Than Advice | |
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| Respect Pauses | |
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| Look at Behavior, Not Personality | |
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| Match Solutions with Problems | |
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| Avoid Personal Problems and Psychoanalysis | |
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| Meet with Team Members Regularly | |
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| Employee Discipline-A Call to Improvement | |
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| When to Bring In Outside Specialists | |
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| You're Hired! You're Fired! | |
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| Define the Job and the Qualifications | |
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| Ask the Right Questions | |
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| Carefully Evaluate Your Candidates | |
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| Trust Your Gut | |
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| Performance Problems versus Misconduct | |
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| Get It in Writing-Keeping It Legal | |
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| Firing: A Manager's Toughest Decision | |
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| Effective Appraisals | |
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| Definition and Purpose of Appraisals | |
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| Provide Regular Feedback at Other Times | |
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| Jointly Agree on Performance Objectives | |
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| Find a Useful Rating Scale | |
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| Allow Sufficient Time for the Appraisal | |
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| How Do They Think They Have Done? | |
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| Spend Most of the Time Looking Forward | |
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| Agree On Joint Action Plans | |
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| Build Upon and Put Joint Action Plans into "Action" | |
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| Appraising Yourself as a Manager | |
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| Conclusion | |
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| Endnotes | |
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| Index | |
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| About the Authors | |