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The First-Time Manager in Asia

Book Description

Becoming a first-time manager is one of the most challenging experiences in a person's career. It is both a time of great excitement as well as uncertainty and insecurity. The good news is that you have been promoted. The bad news is that you will probably be left to sink or swim. First-time managers who succeed are able to make profound adjustments and adapt themselves quickly. By developing new competencies, they start to become value creators to their teams and companies. But those who aren't able to make the critical shifts will struggle. With Asia rising, more Asian managers are reaching the upper rungs of management. There are also more younger Western managers who will be working alongside them. These self-confident Asian managers and their curious and enlightened Western counterparts know that it's no longer tenable to apply Western management practices without adaptation. These are three key benefits from this book: 1. Setting in place Five Foundation Stones that will ensure your success as a manager now and in the future. 2. Acquiring a Versatile Managerial Toolkit that blends the best from the East and West so that you can lead more effectively in the 21st century. 3. Enhancing your influence through the Power of Engagement.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Preface
  5. Contents
  6. Acknowledgements
  7. Foreword
  8. Introduction
    1. WHEN YOU BECOME A MANAGER
  9. Part One: Your Biggest Changes When You Become A Manager
    1. 1.Are you ready to play a bigger game?
      1. Managerial Anecdote
    2. 2.Charting your course
      1. FIVE FOUNDATION STONES
  10. Part Two: Managing Yourself
    1. 3.Do you really know yourself?
      1. HOW MANY VERSIONS ARE THERE OF US?
      2. Managerial Anecdote
    2. 4.What kind of leader do you wish to be?
      1. RESULTS-ORIENTATION AND PEOPLE-ORIENTATION
      2. Managerial Anecdote 1
      3. Managerial Anecdote 2
      4. A LEADERSHIP MODEL FOR THE 21ST CENTURY1
    3. 5.Why EQ matters a great deal
      1. IQ VS EQ
      2. Managerial Anecdote 1
      3. Managerial Anecdote 2
      4. SO WHAT IS EQ?
      5. EQ: THE DIFFERENTIATING FACTOR
      6. CAN EQ BE DEVELOPED?
    4. 6.Developing yourself
      1. LEARNING, UNLEARNING AND RELEARNING
      2. Managerial Anecdote
      3. HARD SKILLS AND SOFT SKILLS
      4. A MODEL FOR DEVELOPING YOURSELF
      5. THE EXPERIENTIAL LEARNING MODEL1
      6. PLAY TO YOUR STRENGTHS
    5. 7.Time management
      1. WORKING HARD BUT NOT WORKING SMART
      2. Managerial Anecdote
      3. PLAN YOUR WORK AND WORK YOUR PLAN
      4. HOW TO PRIORITIZE
      5. THE 80/20 PRINCIPLE
      6. IS MULTI-TASKING COOL?
      7. WHAT DOES YOUR DIARY TELL YOU?
      8. END-OF-DAY REFLECTION
  11. Part Three: Managing Team Members
    1. 8.Leadership is a relationship
      1. STARTING OFF ON THE RIGHT FOOTING
      2. Managerial Anecdote
      3. CREATE A SAFE ENVIRONMENT FOR EXCHANGE OF IDEAS
      4. HOW TO BUILD TRUST
      5. BALANCING SOFT AND HARD POWER1
    2. 9.How to delegate
      1. WHY DELEGATE?
      2. COMMON PROBLEMS IN DELEGATION
      3. TWO KEY PRINCIPLES TO BEAR IN MIND
      4. HOW TO GUIDE WHEN YOU DELEGATE
      5. HOW TO DELEGATE EFFECTIVELY
      6. LET GO AND LET GROW
      7. DON’T CARRY YOUR SUBORDINATES’ MONKEYS3
    3. 10. The manager as coach
      1. THE ARGUMENTS AGAINST COACHING
      2. WHY MANAGERS SHOULD COACH
      3. Managerial Anecdotes
      4. SO WHAT IS COACHING REALLY?
      5. HOW TO COACH: THE GROW MODEL1
    4. 11. Coaching proficiencies
      1. BEFORE STARTING TO COACH...
      2. ATTRIBUTES/QUALITIES OF A GOOD COACH
      3. BALANCING YOUR ROLES AS MANAGER AND COACH
      4. LEARNING HOW TO COACH
    5. 12. Giving feedback
      1. WHY MANAGERS MUST GIVE FEEDBACK
      2. DIFFICULTIES OF GIVING FEEDBACK
      3. Managerial Anecdote
      4. A FEEDBACK FRAMEWORK THAT WORKS
      5. APPLYING THE FEEDBACK FRAMEWORK
      6. GIVING FEEDBACK ON THE FLY2
      7. TYPES OF FEEDBACK
      8. HAVING A DIFFICULT CONVERSATION
      9. FEEDBACK AND PERFORMANCE APPRAISALS
    6. 13. Asking for feedback
      1. WHY MANAGERS NEED FEEDBACK
      2. ASK AND YOU MAY NOT RECEIVE
      3. ASK FOR FEEDFORWARD INSTEAD OF FEEDBACK
      4. Managerial Anecdote
      5. WHY PEOPLE WILL RESPOND TO REQUESTS FOR FEEDFORWARD1
  12. Part Four: Managing Teams
    1. 14. Becoming a team leader
      1. WHY HAVE TEAMS?
      2. WHY TEAMS FAIL1
      3. Managerial Anecdote
      4. WHAT IS A TEAM?
      5. THE CHALLENGES OF TEAM LEADERSHIP
    2. 15. Forming and developing your team
      1. EIGHT CONDITIONS FOR SUCCESSFUL TEAMWORK
      2. FIVE STAGES OF TEAM DEVELOPMENT1
      3. CREATING A HIGH-PERFORMING TEAM
      4. MANAGING VIRTUAL TEAMS2
    3. 16. Managing team dynamics
      1. WHAT ARE TEAM DYNAMICS?
      2. INDIVIDUAL BEHAVIOURAL STYLES
      3. UNDERSTANDING STYLE DIFFERENCES
      4. ROLES THAT PEOPLE PLAY IN A TEAM
  13. Part Five: Managing Key Relationships
    1. 17. The power of engagement
      1. THEN AND NOW
      2. Managerial Anecdote
      3. WHAT IS ENGAGEMENT?
      4. IMPORTANCE OF EMPLOYEE ENGAGEMENT
      5. WHAT DRIVES EMPLOYEE ENGAGEMENT?
      6. HOW CAN YOU MOTIVATE YOUR PEOPLE?
      7. INTER-GENERATIONAL DIFFERENCES
    2. 18. Leveraging cultural diversity
      1. A CULTURAL MELTING POT
      2. THE WAY WE SEE THE WORLD
      3. Managerial Anecdote
      4. EAST VS WEST
      5. CULTURAL DIVERSITY AS A SOURCE OF COMPETITIVE ADVANTAGE
    3. 19. Managing conflict
      1. WHY CONFLICT ARISES
      2. HOW DO PEOPLE RESPOND TO CONFLICT?
      3. Managerial Anecdote
      4. A CONFLICT-RESOLUTION FRAMEWORK1
      5. PRE-EMPTING CONFLICTS
    4. 20. Leading change
      1. CHANGE IS THE ONLY CONSTANT
      2. HOW DO PEOPLE REACT TO CHANGE?
      3. HOW CAN MANAGERS LEAD CHANGE MORE EFFECTIVELY?
      4. THE CHANGE MANAGEMENT FRAMEWORK1
    5. 21. How to influence
      1. BUT FIRST, HOW NOT TO INFLUENCE
      2. Managerial Anecdote
      3. COMMON MISTAKES THAT MANAGERS MAKE
      4. EIGHT LEVERS OF INFLUENCE1
      5. CLOSING WORDS
    6. 22. Managing your boss
      1. THE BOSS-SUBORDINATE RELATIONSHIP1
      2. Managerial Anecdote
      3. MYTHS ABOUT THE BOSS-SUBORDINATE RELATIONSHIP
      4. HOW TO BUST THE MYTHS AND MANAGE YOUR BOSS
    7. 23. Managing other stakeholders
      1. WHO ARE THE OTHER IMPORTANT STAKEHOLDERS?1
      2. PEERS
      3. CUSTOMERS
      4. SUPPLIERS/BUSINESS PARTNERS
      5. DISAPPOINTED RIVALS
      6. BUDDIES AND PEERS WHO ARE NOW YOUR SUBORDINATES
      7. YOUR PREDECESSOR
    8. 24. Managing organizational politics
      1. WHAT IS ORGANIZATIONAL POLITICS?
      2. EXAMPLES OF POLITICAL SITUATIONS
      3. HOW TO BE POLITICALLY SAVVY
  14. Part Six: Becoming a More Complete Leader
    1. 25. The importance of self-renewal
      1. WHY YOU NEED TO RECHARGE YOURSELF
      2. IS WORK-LIFE BALANCE ATTAINABLE?
      3. Managerial Anecdote
      4. STRESS MANAGEMENT
      5. ARE YOU GETTING SUFFICIENT SLEEP?
    2. 26. Your Leadership Journey
      1. HOW ARE YOU DOING SO FAR AS A MANAGER?
      2. REMEMBER TO LEARN, UNLEARN AND RELEARN
      3. DISCOVER A SECOND PASSION1
  15. Appendix One:A coaching conversation
  16. Appendix Two:How bosses can facilitate successful transition for first-time managers
  17. Appendix Three:Leveraging human capital for sustainable competitive advantage
  18. Appendix Four:Leadership Turns Framework
  19. Endnotes
  20. Index
  21. About the author