Managing to Make a Difference: How to Engage, Retain, and Develop Talent for Maximum Performance
- 4h 1m
- Kim Turnage, Larry Sternberg
- John Wiley & Sons (US)
- 2017
A practical, real-world training manual for mid-level management
Managing to Make a Difference presents a leadership guide for those in the middle. The C-suite has a wealth of resources for leadership guidance, but middle managers face a quandary: often given little guidance on how to excel, they are also under enormous pressure to do a variety of things other than "lead." This book provides much-needed tools and techniques for building a high-performing team—without letting your other duties suffer. Organized around a coherent philosophy and based on solid research, the discussion offers a roadmap to engagement, talent development, and excellence in management. From difficult situations and organizational challenges to everyday motivation and inspiration, these techniques help middle managers achieve the goals of their organization while empowering their workers to achieve their own.
Talent development is probably not your full-time job—yet it drives the engagement that results in high performance. This book shows you how to hit the "sweet spot" of middle management, with a host of tools and strategies to help you help your team shine.
- Motivate, inspire, and lead your team with confidence
- Manage through challenges and overcome obstacles
- Develop key talent and maintain high engagement
- Adopt practical management tools based on substantiated research
Most organizations direct the majority of their development resources to the C-suite, but still expect their mid-level managers to attract, engage, retain, and develop talent; but successfully juggling everyday duties while maintaining team performance and leading around roadblocks leaves little room for management planning. Managing to Make a Difference offers the solution in the form of tools, techniques, and practical strategy for a high performing team.
About the Author
LARRY STERNBERG is a Talent Plus Fellow and on the Board of Directors. He has designed and conducted training programs on a variety of topics for thousands of executives and managers and has served as a facilitator for numerous organizations to articulate their mission, vision, and values. His areas of expertise include selection, training and development, employee engagement, empowerment, self-directed work teams, strength management, and leading change.
KIM TURNAGE has spent her career figuring out where people naturally excel and connecting them with opportunities to stretch those talents. A natural teacher and coach, she works as a senior leadership consultant with Talent Plus, helping global client partners with the selection, development, retention, and succession planning of top leadership talent.
In this Book
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Introduction
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Chapter 1: Relationships Create Opportunities to Make a Difference
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Chapter 2: Get to Know Your Employees
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Chapter 3: Go Ahead, Get Close to Your People
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Chapter 4: Accept People as They are
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Chapter 5: Tolerate Undesirable Behaviors
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Chapter 6: Make People Significant
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Chapter 7: Prioritize One-on-Ones
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Chapter 8: Don't Make Relationship Conflicts Worse
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Chapter 9: Apologize
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Chapter 10: Forgive
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Chapter 11: Cultivate a Great Relationship with Your Boss
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Chapter 12: Embrace the Ebb and Flow of Relationships
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Chapter 13: Abandon the “Follow Shirley” Method
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Chapter 14: Help People Self-Actualize
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Chapter 15: Coach to Improve Performance
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Chapter 16: Optimize Fit
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Chapter 17: Set the Right Expectations
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Chapter 18: Ask the Right Questions
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Chapter 19: Kick Butt the Right Way
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Chapter 20: Emphasize the Why
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Chapter 21: Meet People's Needs
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Chapter 22: Don't Sit on Good People
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Chapter 23: Resist the Temptation to Seize Control
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Chapter 24: Empower Your People
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Chapter 25: Harness Discretionary Effort
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Chapter 26: Solicit Volunteers for Unpopular Tasks
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Chapter 27: Create a Sense of Urgency
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Chapter 28: Set Challenging Goals
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Chapter 29: Be Unreasonably Optimistic
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Chapter 30: Recruit Continuously
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Chapter 31: Bet on Talent
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Chapter 32: Ensure the Right Fit
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Chapter 33: Match the Right People to the Right Training
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Chapter 34: Delegate to the Right People
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Chapter 35: Ask for Commitment
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Chapter 36: Invest Your Time with Top Performers
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Chapter 37: Conduct Occasional Team-Building Events
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Chapter 38: Advance from Team to Family
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Chapter 39: Avoid the Peter Principle
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Chapter 40: Don't Lead People on
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Chapter 41: Sometimes Firing Someone is the Caring Thing to Do
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Chapter 42: Never Badmouth Top Performers Who Resign
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Chapter 43: Don't Always Take the Easy Way Out
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Chapter 44: Focus on the Right Things
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Chapter 45: Exemplify Cultural Values in Employee Orientation
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Chapter 46: Welcome and Integrate New Team Members
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Chapter 47: Adjust to Accommodate New Employees
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Chapter 48: Curate Your Organization's Folklore
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Chapter 49: Enliven Cultural Values and Expectations
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Chapter 50: Provide Frequent, Candid Feedback
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Chapter 51: Shape a Culture of Recognition and Appreciation
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Chapter 52: Emotionally Rehire People
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Chapter 53: Celebrate Personal and Professional Accomplishments
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Chapter 54: Ask, “How Can I Help?”
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Chapter 55: Encourage Employees to Have Fun
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Chapter 56: Address Poor Performance
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Chapter 57: Address Bad Behavior
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Chapter 58: Exert Moral Authority
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Chapter 59: Rise above the Politics
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Chapter 60: Don't Chase Hearsay, Rumors, or Gossip
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Chapter 61: Speak Positively about Those Not Present
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Chapter 62: Embrace Uncertainty, Be Confident, Instill Hope
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Chapter 63: Encourage Suggestions—Have an Appetite for New Ideas
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Chapter 64: Don't Strive for 100 Percent Buy-in
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Chapter 65: Take Action on Legacy Employees
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Chapter 66: Replace Employees Who are Blocking Change
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Chapter 67: Overcommunicate during a Management Transition
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Chapter 68: Prepare for the Unknowable Future
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Chapter 69: Develop Yourself
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Chapter 70: Define What Success Means to You
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Chapter 71: Spend More Time on the 20
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Chapter 72: Build Your Strengths
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Chapter 73: If You Have Been Newly Promoted, Just Take Charge
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Chapter 74: If You Feel Trapped in Your Job, Change Something
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Chapter 75: Take Steps to Fit in on a New Job
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Chapter 76: Hire Some People Who Can Replace You
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Chapter 77: Find a Mentor
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Chapter 78: Become a Better Mentee
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Chapter 79: Express Your Gratitude
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Notes
