The First-Time Manager: Leading Through Crisis
- 8h 49m 9s
- Paul Falcone
- HarperCollins Leadership
- 2023
Every manager must be prepared to face tough situations that management training never warned them about. This is the go-to resource for handling everything from a disruption in workflow to managing a hostile workplace, and even handling an international pandemic.
As a manager, you are prepared to face any challenge when it comes to the work at hand, but you may not be ready to overcome a hostile work environment, a catastrophic disruption in workflow, or any other of a multitude to challenges that can arise, seemingly from nowhere.
Paul Falcone, author of 101 Tough Conversations to Have with Employees and HR and leadership expert will help you master unforeseen challenges in the workplace, including:
- Individual Crises: Whether issuing disciplinary actions, losing a key member of the team, delivering bad news to your boss, or even being set up for pretaliation, there are steps you can take to overcome these challenges.
- Departmental or Team Crises: Inheriting a new team can be tough and, even worse, handling internal disputes can cause a serious disruption in workflow and impact a team’s energy.
- Company Crises: When the company faces challenges, they often pass that stress to managers. As a manager, you must maintain a positive environment and it’s not as difficult as you think.
- Social and Global Crises: You must master the skills of listening, stress management, and knowing how to navigate your own emotions during any global crisis.
This timely follow-up to the go-to manual for management training, The First-Time Manager, will teach you how to face tough situations you never expected to face.
About the Author
Paul Falcone is principal of Paul Falcone Workplace Leadership Consulting, LLC, specializing in management and leadership training, executive coaching, international keynote speaking, and facilitating corporate offsite retreats. He is the former CHRO of Nickelodeon and has held senior-level HR positions with Paramount Pictures, Time Warner, and City of Hope. He has extensive experience in entertainment, healthcare/biotech, and financial services, including in international, nonprofit, and union environments.
Paul is the author of a number of books, many of which have been ranked as #1 Amazon bestsellers in the categories of human resources management, business and organizational learning, labor and employment law, business mentoring and coaching, business conflict resolution and mediation, communication in management, and business decision-making and problem-solving. His books have been translated into Chinese, Korean, Vietnamese, Indonesian, and Turkish.
Paul is a certified executive coach through the Marshall Goldsmith Stakeholder Centered Coaching program, a long-term columnist for SHRM.org and HR Magazine, and an adjunct faculty member in UCLA Extension’s School of Business and Management. He is an accomplished keynote presenter, in-house trainer, and webinar facilitator in the areas of talent and performance management, leadership development, and effective leadership communication.
In this Audiobook
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Introduction: Workplace Crisis Management, Conflict Resolution, and Navigating Extreme Change
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Chapter 1 - Tough Conversations Surrounding Performance and Conduct Challenges
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Chapter 2 - Why Can’t I Fire Anyone “At Will”? When HR Appears to Be a Roadblock
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Chapter 3 - Issuing Progressive Disciplinary Actions and Creating the Right Written Record
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Chapter 4 - Letters of Clarification: Alternatives to Formal Progressive Discipline
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Chapter 5 - Decision-Making Leaves: Dramatic Turnarounds Without a Lot of Drama
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Chapter 6 - Terminations for Cause: The Ultimate Crisis
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Chapter 7 - Layoffs and Position Eliminations: The Other Ultimate Crisis
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Chapter 8 - Delivering Bad News to the Boss: Success Lies All in the “How”
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Chapter 9 - EAPs and Dealing with Employees in Crisis
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Chapter 10 - Encouraging Employees to Leave When There Is No Progressive Disciplinary Documentation on File
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Chapter 11 - Whistleblowers Versus Character Assassins: When You’re the Accused
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Chapter 12 - Being Set Up for a Claim of “Pretaliation”
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Chapter 13 - Dealing Effectively with Attitude Problems
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Chapter 14 - Performance Appraisal Bombshells: Delivering Bad News for the First Time During the Annual Performance Review
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Chapter 15 - Handling Employees Who Quit . . . Then Change Their Minds
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Chapter 16 - Team-Interviewing Your Prospective Boss: No Pressure!
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Chapter 17 - Inheriting a New Team: A Blessing and a Curse
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Chapter 18 - Mediating Employee Disputes: When Employees Refuse to Acknowledge One Another and “Just Want to Do Their Job and Be Left Alone”
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Chapter 19 - Turning Around a Dysfunctional Team (a.k.a. Mastering Toxic Team Turnarounds)
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Chapter 20 - Dealing with Burnout: Reenergizing Individual High Performers Who May Be Losing Their Mojo
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Chapter 21 - Conquering “Quiet Quitting”: Energizing a Team That’s Slipping in Performance and Productivity
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Chapter 22 - Budget Limits and No Room to Grow Your People: Motivating Without Money and Keeping Top Performers Engaged When There’s No Way Up
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Chapter 23 - Overcoming Customer Service Crises: A Case for Values-Based Leadership
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Chapter 24 - Multiple Generations at Work: Bringing Peace to Five Generations of Traditionalists, Boomers, Xs, Ys, and Zs
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Chapter 25 - Dealing Effectively with Difficult Behavior from Diverse Teams
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Chapter 26 - Your Role and Your Limits During Workplace Investigations: Be Careful Not to Cause Another Crisis!
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Chapter 27 - F-Bombs and Profane Language: Putting a Quick End to Bad Habits
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Chapter 28 - Welcoming Back Problematic Workers from Longer-Term Leaves of Absence
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Chapter 29 - Stopping Bullying and Harassment on Your Team Once and For All
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Chapter 30 - Making It Safe for Employees to Vent About Non–Job-Related Concerns
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Chapter 31 - Talent Scarcity: Creative Alternatives When Job Applicants Are Nowhere to Be Found
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Chapter 32 - Dealing with the Challenges of Excessive Turnover: Where Are They Going and Why Are They Leaving Us?
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Chapter 33 - Turning Around an “Avoidance Culture”: Accountability Is King but Only If Managers Walk the Talk
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Chapter 34 - Grade Inflation on Performance Reviews: A Land Mine Waiting to Explode
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Chapter 35 - Wage and Hour Crises: Employee Classification, Overtime, and Rest and Meal Period Challenges
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Chapter 36 - Managing Bullies and Passive-Aggressive Personalities: Leadership Interventions to the Rescue
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Chapter 37 - Less-Than-Ethical Corporate Behavior: Navigating the Rapids of Shady Decision-Making or Personalities
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Chapter 38 - Avoiding Email Nightmares and Other Critical Documentation Missteps
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Chapter 39 - Demands for Remote or Hybrid Work: Not Going Away Any Time Soon
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Chapter 40 - Employee Threats to Organize and Form a Union
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Chapter 41 - Maneuvering Around Strikes and Lockouts: Union Contract Fails That Leave Companies and Workers in Jeopardy
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Chapter 42 - Engaging in Union Decertification Efforts
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Chapter 43 - The Nature of Workplace Violence and What You Can Do to Minimize It
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Chapter 44 - Surviving M&A: Mergers, Acquisitions, and Integrations
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Chapter 45 - When Global Crises and Natural Disasters Affect Your Company and Rock Your World
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Conclusion
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Appendix 1: Recognizing and Responding to a Person in Crisis
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Appendix 2: Navigating Your Own Emotions Through Crisis
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Appendix 3: Leading Effectively Through Change
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