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Tackle every management challenge
with skill and confidence!
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.
Table of contents
Introduction; PART 1: New Manager Essentials; Chapter 1. Give Feedback; Chapter 2. Make the Best of Bad News; Chapter 3. Delegate; Chapter 4. Pick the Brains of Departing Workers; Chapter 5. Review Performance Regularly; Chapter 6. Decide and Deliver; Chapter 7. Use "Praise Motivation"; Chapter 8. Plan Your Meetings; Chapter 9. Think Strategically; Chapter 10. Build Alliances; Chapter 11. Give Great Instruction; Chapter 12. Get Feedback; Chapter 13. Speak with Power; Chapter 14. Win Over Cynics; Chapter 15. Prepare for Change; Chapter 16. Muzzle Your Mouth; Chapter 17. Pose Penetrating Questions; Chapter 18. Lift Poor and Mediocre Performers; Chapter 19. Criticize without Criticism; Chapter 20. Beat the Clock; Chapter 21. Impress Your Boss; Chapter 22. Mix and Mingle; PART II: Being an Effective Leader; Chapter 23. Extraordinary Leadership; Chapter 24. Leaders can be Made; Chapter 25. Raise the Leadership "Tent"; Chapter 26. Character Is the Essence of Leadership; Chapter 27. Develop Personal Capability; Chapter 28. Focus on Results; Chapter 29. Cultivate Interpersonal Skills; Chapter 30. Lead Organizational Change; Chapter 31. Find Your Leadership Sweet Spot; Chapter 32. Focus On Building Strengths; Chapter 33. Concentrate On Developing Strengths; Chapter 34. Let the Halo Effect Work For You; Chapter 35. Fix Fatal Flaws; Chapter 36. Loot For Powerful Combinations Of Competencies; Chapter 37. Learn From Mistakes; Chapter 38. Build Positive Relationships; Chapter 39. Be Open to New Ideas; Chapter 40. Be Accountable; Chapter 41. Take Initiative; Chapter 42. Learn From Feedback; Chapter 43. Take a Nonlinear Approach; Chapter 44. Take Steps to Improve Your Leadership; Chapter 45. Develop Your People; PART III: Motivating Your Employees; Chapter 46. Build a Motivated Workforce; Chapter 47. Know What Drives People; Chapter 48. Make Employees Feel Like Partners; Chapter 49. Show Employees How the Business Operates; Chapter 50. Know the Competition; Chapter 51. Encourage Intelligent Risk-Taking; Chapter 52. Inspire Creative and Innovative Thinking; Chapter 53. Affirm the Link Between Motivation and Performance; Chapter 54. Help Employees Achieve Greater Performance; Chapter 55. Get Employees to Buy Into Your Ideas—and Theirs; Chapter 56. Be Clear—and Consistent—About Rewards and Recognition; Chapter 57. Always Expect the Best from Employees; Chapter 58. Fire Up Successful Performance; Chapter 59. Offer Incentives and Morale-Boosters; Chapter 60. Give Your Power Away; Chapter 61. Encourage Accountability at All Times; Chapter 62. Build Trust for a Better Tomorrow; Chapter 63. Boost Morale; Chapter 64. Make it Fun to Make it Motivating; Chapter 65. Attack De-Motivators Head-On; Chapter 66. Put Heart and Soul Into Your Team; Chapter 67. Unleash the Power of Human Potential; Chapter 68. Retain Your Employees; PART IV: Dealing with Difficult People; Chapter 69. Recognize the 10 Most Unwanted Behaviors; Chapter 70. Choose Your Approach; Chapter 71. Understand the Four Intents; Chapter 72. The First Intent: Get It Done; Chapter 73. The Second Intent: Get It Right; Chapter 74. The Third Intent: Get Along; Chapter 75. The Fourth Intent: Get Appreciation; Chapter 76. Recognize the Results of Threatened Intents; Chapter 77. Reduce Differences; Chapter 78. Listen to Understand; Chapter 79. Reach a Deeper Understanding; Chapter 80. Speak to be Understood; Chapter 81. Project and Expect the Best; Chapter 82. Bring Out the Best in the Tank; Chapter 83. Bring Out the Best in the Sniper; Chapter 84. Bring Out the Best in the Know-It-All; Chapter 85. Bring Out the Best in the Think-They-Know-It-All; Chapter 86. Bring Out the Best in the Grenade; Chapter 87. Bring Out the Best in the Yes Person; Chapter 88. Bring Out the Best in the Maybe Person; Chapter 89. Bring Out the Best in the Nothing Person; Chapter 90. Bring Out the Best in the No Person; Chapter 91. Bring Out the Best in the Whiner; Chapter 92. Take Action Steps; PART V: Planning and Executing Strategy; Chapter 93. Manage Strategically; Chapter 94. Follow the Logic; Chapter 95. Assess Your Company's Readiness; Chapter 96. Plan to Plan; Chapter 97. Define Your Business; Chapter 98. Understand Your Model; Chapter 99. Know Your Market; Chapter 100. Assess the Terrain; Chapter 101. Understand Opportunities and Threats; Chapter 102. Set Feasible Goals; Chapter 103. Strategize; Chapter 104. Set Priorities; Chapter 105. Pursue Your Purpose; Chapter 106. Follow Your Mission; Chapter 107. Write the Annual Plan; Chapter 108. Obtain Commitment; Chapter 109. Align with Strategy; Chapter 110. Work Across Functions; Chapter 111. Execute With Discipline; Chapter 112. Monitor and Improve; Chapter 113. Learn, Change, and Institutionalize; Appendices; Index
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.