The Effective Manager

Description

An essential resource for managers at every level of any organization A management book written by managers for front-line managers, The Effective Manager, 2nd edition, is a concise, practical, and incisive take on what to do and say to get the best results possible from your co-located or remotely distributed team. The book's concrete advice will improve your relationships with your team members, increase your chances of being promoted, and generate trust amongst those you lead. You'll learn why managing remote teams is so much harder than managing one in a single location and how to meet that challenge head-on. You'll also discover how to introduce your ideas to your team, counter their concerns and pushback, and ensure your instructions are followed. In the place of vague bromides about being "impactful" or "candid," you'll get hands-on guidance on how to behave in the situations that managers find themselves in on a daily basis. The authors also offer: Data- and evidence-driven advice that's been proven to work in the real world over the last 30 yearsGround-level, real-world tips on getting the best work out of your team without burning them outFour critical manager behaviors that build success: Know your people, talk about performance, ask for more, and push work down A book for every manager at every level, The Effective Manager shows you what you can do now, today, with your team members to improve their performance, increase personnel retention, and get better results. Cover Title Page Copyright Page Contents Introduction: Who This Book Is for, What It’s About, and Why About Manager Tools A Note About Data A Note About Gender Chapter 1 What Is An Effective Manager? How Does This Change in a Remote or Hybrid Environment? Chapter 2 The Four Critical Behaviors 1. The Most Effective Behavior Managers Can Engage in Is Getting to Know Their People. Trust 2. The Second Critical Behavior Is Communicating About Performance. 3. The Third Important Behavior Is Asking for More Performance. 4. The Fourth Critical Behavior Is Pushing Work Down. How Does This Change in a Remote or Hybrid Environment? Chapter 3 Teachable and Sustainable Tools Chapter 4 Get to Know Your People—One on Ones Scheduled Weekly 30 Minutes With Each of Your Directs Where the Direct’s Issues Are Primary The Manager Takes Notes Pushback on Note Taking “Documentation” Where to Conduct O3s Can I Do O3s over the Phone? The Most Common Forms of O3 Pushback “It’s Micromanaging.” “I’m Too Busy.” Chapter 5 Doing One on Ones with Remote and Hybrid Workers How to Conduct Remote MTO3s Chapter 6 How to Start Doing Manager Tools One on Ones Choose Times from Your Calendar Send Out an O3 Email Invitation Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting Conduct O3s Only for 12 Weeks Don’t Rush to Get Feedback! Chapter 7 Talk About Performance—Feedback Step 1: Ask Step 2: Describe Behavior What IS Behavior? What to Say Step 3: Describe Impact Step 4: Encourage Effective Future Behavior Putting It All Together Shouldn’t I Engage in a Discussion or “Dialog” with My Directs? Feedback “Conversations” Are Not Supported by the Data Discussions About Intent Are Worthless Discussions About What Has Already Happened Are Worthless Asking for Reasons Reinforces the Wrong Things Root Cause Analysis and Feedback Are Different When Should I Give Feedback? How Long Is Too Long to Wait? Should I Wait for a Pattern? How Does Feedback “Sound”? Question 1: Am I Angry? Question 2: Do I Want to Remind or Punish? Question 3: Can I Let It Go? Maybe Delay or Defer What Do I Do If One of My Directs Pushes Back or Refuses Feedback? “It’s Too Positive” and Systemic Feedback What If My Direct Doesn’t Know What to Do? The Real Key to Giving Feedback And That’s Wrong Chapter 8 Giving Feedback to Remote Directs Learn to Assign Deliverables, not Tasks Chapter 9 How to Start Delivering Feedback Chapter 10 Ask for More—Coaching Step 1: Collaborate to Set a Goal Step 2: Collaborate to Brainstorm Resources Step 3: Collaborate to Create a Plan Step 4: The Direct Acts and Reports on the Plan What Happens When They Run Out of Tasks? Chapter 11 How to Coach Remote Directs Remote Coaching Relies Extensively on Deliverables Consider a Shared Digital Coaching Status Board Chapter 12 How to Start Coaching Start with Your Top Performers Chapter 13 Push Work Down—Delegation For Most Managers, Delegation Is a Dangerous Problem What Delegation Does How Delegation Drives Productivity and Growth What Should You Delegate? Want to, Need to, Like to, or Good At Four No-Brainer Delegations The Manager Tools Delegation Model/Script Chapter 14 Delegating to Remote Directs Chapter 15 How to Start Delegating Chapter 16 The Manager Tools Manager And the First Step to Being a Good Manager Is to Be a Good Person Index EULA