The Effective Manager

by Mark Horstman

Number of pages: 208

Publisher: Wiley

BBB Library: Leadership, Politics and Public Affairs

ISBN: 978-1119244608

About the Author

Mark Horstman is a graduate of the military academy at West Point (USAMA). He also has experience in Management with top Corporations like Procter & Gamble. In addition to having been a corporate recruiter, he has been a successful entrepreneur with his own Business Consulting firm for over 15 years. He delivers a weekly podcast series called Manager Tools–which is also the name of the firm which he owns. This company delivers consulting services, as well as hosting and running a series of Effective Manager Conferences both in the U.S. and overseas.


Editorial Review

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.

Book Reviews

“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

Books on Related Topics

Wisdom to Share

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?”

One of the tools to measure a good manager is their ability to 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.