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Don't Be That Boss: How Great Communicators Get the Most Out of Their Employees and Their Careers
John Wiley and Sons Ltd, Nov 2009, Pages: 224
An executive coach shows you how better communication leads to productivity and profitability
Communication is the key to success when you manage other people. But it's not enough to just communicate; you have to communicate in the right way to get the results you want from your people and teams. In Don't Be That Boss, renowned executive coach Mark Wiskup shows you how to communicate effectively with colleagues and workers to create a healthy, productive, happy work environment.
The story follows two leaders through a typical workday and all their typical communications-including meetings, conferences, one-on-one discussions, break room banter, phone calls, and even emails. Based on real situations you'll probably recognize, you'll watch as two committed, intelligent people take different approaches to communication and reap very different results. Along the way, you'll realize what good communication is, how it works, and how it makes your business better in virtually every way.
- Written by an experienced communications coach who works with Fortune 500 clients, CEOs and managers across the country
- Shows that how you communicate in the office is just as important as what you communicate
- Explains why excellent communication skills are vital to individual and organizational success
- Effective communication is vital for the success of both large and small businesses
- Mark Wiskup is also the author of The It Factor and Presentation S.O.S.
Whether you're an executive, manager or small business owner, this book will show you how to improve your communication skills to better your business
Don't Be That Boss gives leaders hope that they can manage their employees more effectively and enjoy their work more, every day. The book follows 'strong boss' Mike and 'weak boss' Chad through a typical day. Their meetings, conferences, one-on-ones, break room banter, phone calls - and even e-mails - will all be very familiar to every reader who is in charge of managing others; some painfully so. Mark builds the scenarios from his own experiences and the situations his clients tell him they face every day and offers a detailed comparison of two committed and bright people who take far different paths with contrasting results when faced with episode after episode of employee communication. Chad goes through the same scenarios as Mike - they work at the same company, but run separate divisions - but with much different results. Chad is going to have an unimpressive day, because he thinks communication with employees is a simple 'if/then' process. 'If' he tells them something, 'then' they should understand it, do what he asks, and be happy to do so while they're at it. As a result, Chad repeatedly has negative or lackluster results. He's not going to catch on until late in the day - at the concluding section of the book - that being right is not enough to succeed at being a boss. This ultimately shows readers how to emulate Mike while rooting for Chad, who's really a decent fellow, to figure it out.
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