The Little Black Book for Managers: How to Maximize Your Key Management Moments of Power
John Cross, Rafael Gomez, Kevin Money
Format: PDF / Kindle (mobi) / ePub
A smart, small book for any manager’s pocket.
In every manager’s career there are moments where decisions need to be made in order to achieve success and this smart, nicely packaged little book can be there to help each time. The trick to succeeding in these moments is to identify each of these situations ahead of time and understand how to act and what to do to reduce the chances of failure. That is exactly what The Little Black Book for Managers has done. The authors have listed a whole host of situations most managers face, based on thousands of personal experiences, and have mapped out how to deal with each situation. The book contains specific examples of words and phrases that can be used as well as illustrations and exercises to analyse your current performance. It is short on waffle and high on practical wisdom. It is designed to be dipped in and out of – reached for whenever a situation arises. This is a practical support tool for managers at all levels, from shop-floor supervisor to main board director.
The Little Black Book for Managers explains how to deal with scenarios such as;
- Having a lack of confidence to deal with other people in the way that is needed
- Times when you have to assert your authority more
- Allocating critical work. Who to choose?
- Needing to get extra effort from the team when under pressure
- Having to deal with under-performers
- Personality clashes between work colleagues
- Managing a meeting with senior leaders
new role on nearly half the remuneration of her temporarily absent manager. Obviously, we have had to rapidly adjust remuneration in both cases, but we are now undertaking a much broader marketing strategy from three years ago for only half the original personnel cost – and the team are highly motivated due to a quantum leap in personal career development, along with progressive and rapid salary rises.” Winners are sometimes disguised by youth and inexperience or simply a lack of confidence!
tension” should exist between the people and they should feel free to express themselves vehemently within a “safe” team environment, where recrimination is absent. Every team needs someone who is brave enough to say, “Why are we even doing this at all?” Now, some managers may categorize these people as a bit awkward, difficult even, but come to value those with a sharper focus on the bigger picture. However, take this principle too far with too many individuals and you may restrict team output,
to modify your habits; adapt your management style; and rethink your approach to situations. I'm not saying that your current habits, style or approach are wrong or inappropriate – simply that an alternative may bring you greater success and richer rewards. Why settle for being 90% effective when 91% is within your grasp? Good luck! Further Reading Foreword 1 To hear Captain Sully: http://www.cbc.ca/whitecoat/blog/2012/11/23/sully-sullenberger-lessons-from-my-hero/ Chapter 1 1.1
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same principle apply in reality to an accounts department or health and safety team, where such seismic changes are unlikely? After all, they have targets too, don't they? If you are worried about adhering to this principle for internal units, return to “output potential” not workload. A finance team know that there are times of the month when they are busier than other times. They cope with busy, perhaps indicating to their manager a performance close to their “output potential”. The busy