Best Practices_ Managing People_ Secrets to Leading for New Managers - Barry Silverstein [0]
SECRETS TO LEADING FOR NEW MANAGERS
BARRY SILVERSTEIN
Contents
PREFACE
1 MANAGING PEOPLE 101
2 ESSENTIAL SKILL I: MANAGING INDIVIDUALS
Selecting Staff
Training
Reviewing Performance
Handling Difficult Tasks
3 ESSENTIAL SKILL II: MANAGING TEAMS
Building Teams
Defining Roles on Teams
Motivating Teams
Using Teams Effectively
4 ESSENTIAL SKILL III: MANAGING PROJECTS
The Project’s Scope
Defining the Process
Strategic Management
5 ESSENTIAL SKILL IV: LEADERSHIP & COMMUNICATION
The Nature of Leadership
Providing Feedback
Leading During Change
OFF AND RUNNING
RECOMMENDED READING
SEARCHABLE TERMS
ABOUT THE AUTHOR
CREDITS
COPYRIGHT
ABOUT THE PUBLISHER
Preface
How do you hire people? How do you encourage them to do a better job? What do you say to them if they don’t? How do you fire someone who refuses to cooperate? How do you get your staff on board at a time of major change?
In this book, we distill the wisdom of some of the best minds in the field to tell you how to do a better job at managing your employees and creating a workplace that supports the goals of your company. The language is simple and the design colorful to make the information easy to grasp.
Quizzes help you assess your knowledge of people and project management issues. Case files show how companies have tackled tough management problems. Sidebars give you a big-picture look at management challenges and highlight innovative, out-of-the-box solutions worth considering. Quotes from business leaders will inspire you as you face your own challenges. Finally, in case you want to dig deeper into management issues, we recommend some of the most important business books available. The authors of these books both influence and reflect today’s thinking about managing people and related issues. Understanding the ideas they cover will inspire you as a manager.
Even if you don’t dip into these volumes, the knowledge you gain from studying the pages of this book will equip you to deal firmly, effectively, and insightfully with the management issues you face every day—to help you make a difference to your company and in the lives of the people who support you.
THE EDITORS
Managing People 101
“The task of management is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.”
—Peter Drucker,
management guru and author
(1909–2005)
Managing people isn’t like managing things or even like managing projects. Each person has unique capabilities and talents, strengths and weaknesses—and feelings. Helping each person achieve his or her individual potential may require different motivational strategies and tactics.
Self-Assessment Quiz
ARE YOU MANAGEMENT MATERIAL?
Read each of the following statements and indicate whether you agree or disagree. Then check your score at the end.
I consider myself a good judge of character.
• Agree • Disagree
I trust people to do the right thing.
• Agree • Disagree
If someone comes to me with a problem at work, I take time to listen and offer help without being judgmental.
• Agree • Disagree
When a co-worker doesn’t understand something, I don’t lose my patience.
• Agree • Disagree
I think it is best not to be very close friends with someone I manage.
• Agree • Disagree
It is better to make the right decision than a popular one.
• Agree • Disagree
I’m good at delegating work.
• Agree • Disagree
I know how to motivate people.
• Agree • Disagree
It is better to give instructions than orders.
• Agree • Disagree
People would say I have integrity.
• Agree • Disagree
Scoring
Give yourself 1 point for every question you answered “Agree” and 0 points for every question you answered “Disagree.”
Analysis
8–10
You have the potential to be an excellent manager of people.
5–7
You could use some work on people-management skills.
0–4
You have a lot more to learn if you want to effectively manage people.
What It Takes to Be a Good Manager
Before you can effectively manage other