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Becoming an Extraordinary Manager: The 5 Essentials for Success

Book Description

Nearly all managers dream of being inspiring leaders who elicit the most from their people. But while they may understand the skills needed to manage their teams, very few know how to put their knowledge into practice. Now, any manager can get exceptional results and make an important contribution to the organization.

Becoming an Extraordinary Manager

focuses not just on "understanding" principles of good management, but on taking action. Readers will learn the basic attitude and skills outstanding managers must know, including:

* why it’s critical to be interested in, rather than interesting to, their people * the best ways to motivate their team * effective interviewing techniques * conducting a performance review * time management * introducing change * delegation * thinking and acting about their people positively (the self-fulfilling prophecy) * building a high-performance team * retaining top talent * handling performance problems * listening

Lively in style and thorough in content, this is the book that gives every manager a complete guide to avoiding the ordinary and becoming the best.

Table of Contents

  1. Copyright
    1. Dedication
  2. List of Figures
  3. Foreword
  4. Acknowledgments
  5. 1. Introduction
    1. Why Aren’t There More Good Managers?
    2. It Takes Work
    3. Organization of the Book
  6. 2. Moving Up to Manager: How to Get and Begin the Job
    1. How to Network
    2. How to Interview
      1. Interview Don’ts
      2. Important Interview Do’s
    3. What to Do After You’ve Accepted the Job Offer
      1. The Job Stages
      2. The First Meetings with Employees
      3. Opening the Lines of Communication
      4. The Ten Commandments of Communication
      5. Top Ten Communication Sins
  7. I. Motivating Others
    1. 3. The Principles of Motivation
      1. What Do People Want from Work?
      2. The Hawthorne Effect
      3. Maslow’s Hierarchy of Needs
      4. Herzberg’s Two-Factor Theory
        1. Performance
        2. Turnover
        3. Attitudes Toward the Company
      5. McClelland’s Social Motives
      6. McGregor’s Theory X and Theory Y
      7. Skinner’s Positive Reinforcement Theory
      8. Vroom’s Expectancy Theory
      9. Adams’s Equity Theory
      10. Conclusions from the Popular Theories of Motivation
    2. 4. What People Really Want
      1. Terminology Used in Analysis
      2. Analysis of Overall Results
        1. “Importance to Me in My Job,” Ranked by Order of Importance
        2. “Importance to Me in My Boss,” Ranked by Order of Importance
      3. Overall Satisfaction Scores
      4. Summary of Survey Results
        1. Critical or “Empowerment” Factors
          1. Importance in Job
          2. Importance in Boss
        2. Least Important Factors
          1. Importance in Job
          2. Importance in Boss
      5. Increasing Job Satisfaction
        1. Job Satisfaction Questions
        2. Steps for Empowering Employees
        3. Delegating Effectively
    3. Action Items for Developing Your Ability to Motivate Others
  8. II. Attracting and Retaining Top Talent
    1. 5. Interviewing: Choosing the Best from the Rest
      1. Avoid Common Mistakes
      2. Look for Someone Who Has Done the Things That Lead to Job Success
      3. Surround Yourself with the Best
      4. Sell the Job
      5. Use Creative Sourcing Techniques
      6. Promote from Within
      7. Get the New Employee Off to a Good Start
    2. 6. Retaining Top Talent
      1. What to Do When a Top Performer Resigns
      2. Characteristics of Outstanding Performers
      3. Extraordinary Managers—People with a Cause
      4. Gaining Alignment
    3. Action Items for Developing Your Ability to Attract and Retain Top Talent
  9. III. Planning and Organizing Your Group’s Performance
    1. 7. Building Capability and Accountability
      1. The Self-Fulfilling Prophecy
      2. Making People Feel Important
      3. The Importance of Coaching
      4. Opening the Box
        1. Case 1: It’s No Use Trying Anything New
        2. Case 2: The Boss Will Punish You If You Don’t Know Everything
        3. Case 3: Don’t Ask Questions
      5. The Forgotten Skill of Listening
      6. Keeping Discussions Positive
      7. The Importance of Delegation
      8. Getting Employee Commitment
      9. The Reluctant Employee
      10. The Four Key Questions
    2. 8. It’s About Time!
      1. It Takes Courage
      2. The Four Steps
      3. The Work-Planning Pyramid
      4. The Time-Management Matrix
    3. Action Items for Developing Your Ability to Plan and Organize Your Group’s Performance
  10. IV. Driving Results Through Your Organization
    1. 9. Managing Employee Performance
      1. The Problem with Performance Reviews
        1. Typical Dialogue
        2. How to Do It Right
        3. Better Dialogue
      2. Three Essential Steps
      3. Goal Setting
      4. Two-Way Communication
      5. How to Give a Merit Increase
      6. Development Planning
    2. 10. Introducing Change: From “Woe!” to “Wow!”
      1. Stages of Transition Through Change
      2. “Supporting” Employee Movement Through the Stages
      3. The Winds of Change
        1. Scoring Analysis
    3. 11. Maintaining Your Sanity: Handling Performance Problems
      1. Dealing with Causes, Not Symptoms
      2. Giving Feedback
      3. The Frankenstein Syndrome
    4. Action Items for Developing Your Ability to Drive Results Through Your Organization
  11. V. Lifelong Development
    1. 12. Career Planning
      1. Steps to Follow
      2. Core Competencies
      3. Core Competency Action Items
    2. 13. A Look to the Future
      1. When People Work a World Away
      2. Your Relationship with Others
      3. The Transition Generation
      4. Keeping Secrets
    3. Action Items for Developing Your Ability to Develop Others
  12. Job Satisfaction Survey Details
    1. Analysis of Nonexempt Results
      1. “Importance to Me in My Job” Ranked by Order of Importance
      2. “Importance to Me in My Boss” Ranked by Order of Importance
    2. Overall Satisfaction Scores
    3. Analysis of Exempt Professional Results
      1. “Importance to Me in My Job” Ranked by Order of Importance
      2. “Importance to Me in My Boss” Ranked by Order of Importance
    4. Overall Satisfaction Scores
    5. Analysis of Manager Results
      1. “Importance to Me in My Job” Ranked by Order of Importance
      2. “Importance to Me in My Boss” Ranked by Order of Importance
    6. Overall Satisfaction Scores
  13. Bibliography
  14. About the Author