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.
“With everything I have learned from these interactions over the years, The Effective Manager is the book that puts it all together. The rhyme, reason and rationale of what it means to be a manager and more importantly, recommendations of what you should do as a manager are in this book.” — BRADservation
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
Gallup Co. assembled a selected group of its social scientists to examine the 1 million employee interviews in its database in order to find which survey questions were most powerful in explaining worker's productive motivations on the job. Ultimately, 12 elements of work life emerged as the core of the unwritten
In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
In the best companies in the world, when there’s a discussion about who is best, who deserves promotion, and who is “ready now” or going to be “ready next,” these two metrics come up over and over again: “How well did these managers do their job, as shown in her results?”And “Did they retain their people?”
For today’s manager, it’s not enough to get results; he also has to make sure that his team members don’t leave the organization.
All of the data over the years shows that the single most important thing that you can do as a manager to improve your performance and increase retention is to spend time getting to know the strengths and weaknesses of your direct reports.
Managers who know how to get the most out of each individual member of the team achieve noticeably better results than managers who don’t.
When you communicate with others, they evaluate your communication with them in two ways: quantity and quality. Quantity is the frequency of your communications. The Quality is judged by whether or not what we talk about is of interest or benefit to them.
When you think about it, everything that’s done at high level is done with a lot of communication about performance. That means if you want high performance, you’re going to have to talk about it with your directs.
When you use your role power to get something done, you get what is known as “compliance energy” from your directs. They know they “have to.” They will do it, but they may not be excited about it. When you use the persuasion built on trust from your relationship power to get what is known as “commitment energy.” The direct knows they can say no, and they choose to say yes.