And if you are managing on autopilot, then something almost always does. The 27 challenges managers Face shows exactly how to break the vicious cycle and gain control of management relationships. For every workplace problem—even the most awkward and difficult—The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager.
The 27 Challenges Managers Face: Step-by-Step Solutions to Nearly All of Your Management Problems #ad - Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout. No matter what the issue, Tulgan shows that the fundamentals are all you need. It turns out that when things are going wrong in a management relationship, low substance, the common denominator is almost always unstructured, hit-or-miss communication.
The 27 challenges managers face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you’ll see how the most effective managers use the fundamentals of management to proactively resolve nearly any problem a manager could face.
It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees NeedHarperCollins e-books #ad - Be a great one! Which leaves even less time for managing people. Not only are they more likely to disagree openly and push back, but they also won't work hard for vague promises of long-term rewards. Now that's how you set employees up for success and help them earn what they need. Do you feel you don't have enough time to manage your people?do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?Do you have some great employees you really cannot afford to lose?Do you secretly wish you could be more in control but don't know where to start?Managing people is harder and more high-pressure today than ever before.
You have to do more with less. There's no room for downtime, waste, or inefficiency. In fact, you probably spend too much of your time solving problems and falling behind on your work. They look to you—their immediate boss—to help them get what they need and want at work. Tulgan opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people.
It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need #ad - After all, you don't want to "micromanage" them and don't have the time to hold every employee's hand. His clear, monitor and measure performance constantly, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, and correct failure quickly and reward success even more quickly.
It's Okay to Manage Your Boss: The Step-by-Step Program for Making the Best of Your Most Important Relationship at WorkJossey-Bass #ad - Shows employees how to ask for what they need to succeed in their high-pressure jobs shatters previously held beliefs about how employees should manage up Outlines what employees must get from their managers: clear expectations; the skills needed to perform their jobs; honest feedback, recognition or rewards A novel approach to managing up, It's Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers.
. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship.
It's Okay to Manage Your Boss: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work #ad - Get what you need from your boss in this follow-up to the bestselling It's Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before.
Not Everyone Gets A Trophy: How to Manage the MillennialsJossey-Bass #ad - The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' Millennials, those Tulgan refers to as 'Generation Z, ' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce.
Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This book shows how to become a savvy employer and. Baby boomers are aging out and the newest generation is flowing in. Understand the generational shift occurring in the workplace recruit, help their managers manage them, case studies, engage, and how to become new leaders themselves It's not your imagination—Millennial workers are different, and step-by-step instructions Explore new research on the second-wave Millennials 'Generation Z' as well as continuing research on the first-wave Millennials 'Generation Y' Teach Millennials how to manage themselves, and retain the newest new young workforce Discover best practices through proven strategies, motivate, but that difference is shaped by the same forces that make potentially exceptional workers.
Not Everyone Gets A Trophy: How to Manage the Millennials #ad - Not everyone gets a Trophy is your handbook for building the next great workforce. Employers who can engage Millennials' passion and loyalty have great things ahead. Adapt your management methods to harness millennial potential Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be.
The First-Time ManagerAMACOM #ad - The first-time manager is the answer, dispensing the bottom-line wisdom they need to succeed. What's a rookie manager to do? faced with new responsibilities, dependable guidance, and in need of quick, novice managers can't afford to learn by trial and error. Written in an inviting and accessible style, helping team members optimize their talents, the revised sixth edition includes new material on increasing employee engagement, encouraging innovation and initiative, improving outcomes, and distinguishing oneself as a leader.
Packed with immediately usable insight on everything from building a team environment to conducting performance appraisals, The First-Time Manager remains the ultimate guide for anyone starting his or her career in management. A true management classic, managing time, dealing with superiors, motivation, leadership, the book covers essential topics such as hiring and firing, and much more.
The First-Time ManagerAMACOM #ad - As a new manager, you’ve been given a huge opportunity--one you can’t afford to waste through trial and error. Written in an inviting and accessible style, The First-Time Manager spans essential and immediately applicable topics like hiring and firing, motivating your team, conducting performance reviews, and overcoming resistance.
Packed with honest explanations and nitty-gritty details on the realities of managing people, The First-Time Manager will help you navigate any kind of people problem like a pro and hit the ground running in your new management role. Detailed examples and clear action steps round out these lessons, equipping you with the wisdom to succeed and bolster your team’s bottom line results.
The First-Time Manager #ad - . This go-to resource teaches first-time managers everything they need to know to tackle challenges and take on new and unique responsibilities. The revised sixth edition expands on decades of trusted, classic business advice for newcomers, helping team members optimize their talents, improving outcomes, including new material on increasing employee engagement, encouraging innovation and initiative, and distinguishing yourself as a leader.
Bridging the Soft Skills Gap: How to Teach the Missing Basics to Todays Young TalentJossey-Bass #ad - People get hired because of their hard skills but get fired because of their soft skills. Yet too many of them are held back because of their weak soft skills. Today's new, young workforce has so much to offer—new technical skills, new perspective, new ideas, new energy. One exercise at a time, managers will build up the most important soft skills of their new, young talent.
The exercises are easily modified and customized and can be used as take-home exercises for any individual or group, to guide one-on-one discussions with direct-reports and in the classroom as written exercises or group discussions. Based on more than twenty years of research, critical thinking, offers concrete solutions to help managers teach the missing basics of professionalism, renowned expert on the millennial workforce, Bruce Tulgan, and followership—complete with ninety-two step-by-step lesson plans designed to be highly flexible and easy to use.
Bridging the Soft Skills Gap: How to Teach the Missing Basics to Todays Young Talent #ad - Tulgan's research and proven approach has show that the key to teaching young people the missing soft skills lies in breaking down critical soft skills into their component parts, concentrating on one small component at a time, with the help of a teaching-style manager. Managers—and their young employees—will find themselves returning to their favorite exercises over and over again.
However you can teach the missing basics to today's young talent. Solve the number one problem with today's young workforce—the soft skills gap The number one challenge with today's young talent is a problem hiding in plain sight: the ever-widening soft skills gap. Almost all of the exercises can be done in less than an hour within a team meeting or an extended one-on-one.
The New Manager's Workbook: A Crash Course in Effective ManagementLyle Publishing #ad - He shows how to deal with the good hiring, and motivating employees, the bad navigating silos and dealing with low-quality work, if need be, and the ugly controlling confrontation employees and, praising, firing them while keeping your soul intact. The new manager's workbook is a great gift for anyone about to take a seat for the first time behind the managerial desk.
Most everyone has experienced a manager who falls at one extreme or another, from the angry micro-manager to the absentee "sure, whatever" manager. With decades of managerial experience under his belt, Randy Clark guides you toward that happy middle where good managers live and work. The new manager's workbook: a crash course in Effective Management is a workbook and guidebook to help new managers navigate the intricacies and pitfalls of being at a position of power over employees.
Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult PeopleAMACOM #ad - Cynics. But every manager has to deal with these people. Their outbursts, and countless other disruptions need to be dealt with, gripes, irrational demands, and you are the unlucky one with that job description. Difficult employees are by far the worst part of a manager’s job. Turn them into the tremendous team players everyone wants them to be!
Slackers. So don’t just put up with your difficult employees. Narcissists. Control freaks. Anyone can do that. What separates the great managers is their ability to turn them into productive team players. Leading the unleadable turns this seemingly difficult chore into a straight-forward process that gently, yet effectively, improves behaviors.
Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People #ad - When the manager resets to that fundamental principle, the potential for change can reveal itself in even the most hopeless situations. Written by an insider in the tech industry, where personality issues routinely wreck projects, the book explains how to:• Master the necessary mindset• Explain the problem calmly in a short feedback session• Get a commitment to change, then follow up• Coach others to replicate the process• Develop the situational awareness required to spot future trouble before it hits Are you a great manager? Of course you believe you are.
And it begins with understanding a core truth: most people actually want to contribute results, not cause headaches.
Perfect Phrases for Managers and Supervisors, Second Edition Perfect Phrases SeriesMcGraw-Hill Education #ad - The right phrase for Every Situation. Learn the most effective language for: Setting a tone of mutual trust and respectDealing with difficult employees and delicate problemsConducting interviews and performance reviewsEmpowering your peopleDisciplining workers or terminating employment. What you say and how you say it sets the tone for your department and your entire organization.
Perfect phrases for managers and supervisors, has been completely revised to help you communicate in today’s workplace, second edition, and personalization are critical to building an efficient, cooperation, where collaboration, productive work environment. Every timecommunication is the single most important skill for excelling as a manager.
And How to Manage Them J-B US non-Franchise Leadership Book 287 - Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the TopJossey-Bass #ad - Cairo describe the most common characteristics of derailed top executives and how you can avoid them: Arrogance—you think that you're right, and everyone else is wrong. Excessive caution—you're afraid to make decisions. Perfectionism—you get the little things right and the big things wrong. If any of the following behaviors sound like you or someone you work with, beware! In Why CEOs Fail, David L.
Volatility—you're subject to mood swings. Eccentricity—you try to be different just for the sake of it. Eagerness to Please—you try to win the popularity contest. Habitual distrust—you focus on the negatives. Mischievousness—you believe that rules are made to be broken. Passive resistance—what you say is not what you really believe.
And How to Manage Them J-B US non-Franchise Leadership Book 287 - Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top #ad - Melodrama—you need to be the center of attention. Dotlich and Peter C. Aloofness —you're disengaged and disconnected.