The Complete New Manager: Essential Tips and Techniques for Managers

  • 3h 12m
  • John H. Zenger (ed)
  • McGraw-Hill
  • 2010

Managers are faced with a variety of challenges every day. There are decisions to make, conflicts to resolve, and strategies to implement, among many other responsibilities. As a new manager you need to build the skills necessary for tackling problems head-on.

The Complete New Manager is a valuable toolkit that helps you meet day-to-day challenges quickly and effectively. Filled with tips, techniques, and proven advice from renowned experts, The Complete New Manager teaches you how to:

  • Become a dynamic leader who instills confidence in both employees and upper management
  • Hire the right people and cultivate an environment that makes them want to stay
  • Develop and encourage free-flowing, two-way communication with your staff
  • Use proven techniques to deal with difficult people and problem employees
  • Successfully plan and implement business strategies large and small
  • Produce sustained, positive results that impress your bosses

The key to successful management is the ability to meet challenges as they arise. Here, in one volume, is everything you need to bolster your on-the-job skills and reach the highest levels of success.

About the Editor

John H. Zenger, D.B.A., is the CEO and cofounder of Zenger/Folkman, a firm that employs evidence-based, positive methods to strengthen organizations and those who lead them. In 1994 he was inducted into the Human Resource Development Hall of Fame. He is the author or co-author of seven books on leadership and teams.

In this Book

  • Give Feedback
  • Make the Best of Bad News
  • Delegate
  • Pick the Brains of Departing Workers
  • Review Performance Regularly
  • Decide and Deliver
  • Use “Praise Motivation”
  • Plan Your Meetings
  • Think Strategically
  • Build Alliances
  • Give Great Instructions
  • Get Feedback
  • Speak with Power
  • Win Over Cynics
  • Prepare for Change
  • Muzzle Your Mouth
  • Pose Penetrating Questions
  • Lift Poor and Mediocre Performers
  • Criticize Without Criticism
  • Beat the Clock
  • Impress Your Boss
  • Mix and Mingle
  • Leaders Can Be Made
  • Raise the Leadership “Tent”
  • Character Is the Essence of Leadership
  • Develop Personal Capability
  • Focus on Results
  • Cultivate Interpersonal Skills
  • Lead Organizational Change
  • Find Your Leadership “Sweet Spot”
  • Focus on Building Strengths
  • Concentrate on Developing Three to Five Strengths
  • Let the Halo Effect Work for You
  • Fix Fatal Flaws
  • Look for Powerful Combinations of Competencies
  • Learn from Mistakes
  • Build Positive Relationships
  • Be Open to New Ideas
  • Be Accountable
  • Take Initiative
  • Learn from Feedback
  • Take a Nonlinear Approach
  • Take Steps to Improve Leadership Skills
  • Develop Your People
  • Build a Motivated Workforce
  • Know What Drives People
  • Make Employees Feel Like Partners
  • Show Employees How the Business Operates
  • Know the Competition
  • Encourage Intelligent Risk-Taking
  • Inspire Creative and Innovative Thinking
  • Affirm the Link Between Motivation and Performance
  • Help Employees Achieve Greater Performance
  • Get Employees to Buy Into Your Ideas—and Theirs
  • Be Clear—and Consistent—About Rewards and Recognition
  • Always Expect the Best from Employees
  • Fire Up Successful Performance
  • Offer Incentives and Morale Boosters
  • Give Your Power Away
  • Encourage Accountability at All Times
  • Build Trust for a Better Tomorrow
  • Boost Morale
  • Make It Fun to Make It Motivating
  • Attack De-Motivators Head-On
  • Put Heart and Soul into Your Team
  • Unleash the Power of Human Potential
  • Retain Your Employees
  • Recognize the 10 Most Unwanted Behaviors
  • Choose Your Approach
  • Understand the Four Intents
  • Understand the First Intent: Get It Done
  • Understand the Second Intent: Get It Right
  • Understand the Third Intent: Get Along
  • Understand the Fourth Intent: Get Appreciated
  • Recognize the Results of Threatened Intents
  • Reduce the Differences
  • Listen to Understand
  • Reach a Deeper Understanding
  • Speak to Be Understood
  • Project and Expect the Best
  • Bring Out the Best in the Tank
  • Bring Out the Best in the Sniper
  • Bring Out the Best in the Know-It-All
  • Bring Out the Best in the Think-They-Know-It-All
  • Bring Out the Best in the Grenade
  • Bring Out the Best in the Yes Person
  • Bring Out the Best in the Maybe Person
  • Bring Out the Best in the Nothing Person
  • Bring Out the Best in the No Person
  • Bring Out the Best in the Whiner
  • Take Action Steps
  • Manage Strategically
  • Follow the Logic
  • Assess Your Company’s Readiness
  • Plan to Plan
  • Define Your Businesses
  • Understand Your Model
  • Know Your Market
  • Assess the Terrain
  • Understand Opportunities and Threats
  • Set Feasible Goals
  • Strategize
  • Set Priorities
  • Pursue Your Purpose
  • Follow Your Mission
  • Write the Annual Plan
  • Obtain Commitment
  • Align with Strategy
  • Work Across Functions
  • Execute with Discipline
  • Monitor and Improve
  • Learn, Change, and Institutionalize
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