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The Effective Manager

  • ID: 3610026
  • Book
  • 208 Pages
  • John Wiley and Sons Ltd
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"Mark Horstman′s The Effective Manager is a must–read for anyone supervising from one to one thousand people. I have been a Manager Tools fan since I attended my first conference over a decade ago. Throughout the years, I have turned to Mark′s wisdom and wit to improve my personal performance and the performance of my teams. The Effective Manager brings together all the tools you need to excel in any field that requires leading others. I cannot give any book a higher recommendation to make a difference in your career."
Craig B. Glidden, Executive Vice President, General Counsel, General Motors

"I have followed Mark Horstman and Manager Tools since the very first podcast was published in 2005. Follow is the right word, because it reflects the cult status that he has achieved with me and many of my colleagues and friends in the Daimler organization. Mark and the folks at Manager Tools have helped us make better managers in Spain, Mexico, the United States, and now in Turkey. He has touched countless lives in our organization."
Gerhard Peter Gross, Managing Director, Mercedes–Benz Financial Services Turkey

"This book provides invaluable, actionable guidance for all managers. It will challenge many of the assumptions that you have about what makes an Effective Manager, and it will make you way more productive as a manager. I say this with confidence, having followed much of the advice in this book for the past six years."
Marc Grainger, Managing Director, Talent Development, Credit–Suisse

"A must read for every manager. Most guidance tells you what to ′be′ whereas this book tells you what to ′do′ to be a great manager. The Management Trinity is neatly summed up in 12 words, words which have become my own mantra as I have led organizations through change. As a CEO with experience in both the private and public sectors and in more than eight countries, I can testify to the fact that The Effective Manager is applicable in any and all environments."
Karen Adams, President and CEO, Alberta Pension Services Corporation

"I use what I learned from Mark on management every day, and required all of my top managers at Greenpeace to learn from Mark′s management trinity. If you want to be effective running a corporation or a nonprofit, read this book."
Phil Radford, Former CEO, Greenpeace

"Mark has accomplished an incredible task: make management as simple and pragmatic as possible. Of course, it is all backed up by studies and theories, but the genius of Mark is to have boiled it into small pieces, small models, and small rituals that are easy to adopt and remember. Since we have introducedthe One On One at OCTO in 2008, it has become our foundation of better management."
François Hisquin, CEO, OCTO Technology

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Introduction Who This Book Is for, What It s about, and Why ix

About Manager Tools xii

A Note about Data xiii

A Note about Gender xiv

1 What Is an Effective Manager? 1

Your First Responsibility as a Manager Is to Achieve Results 2

Your Second Responsibility as a Manager Is to Retain Your People 4

The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People 4

2 The Four Critical Behaviors 7

The First Critical Behavior: Get to Know Your People 8

The Second Critical Behavior: Communicate about Performance 17

The Third Critical Behavior: Ask for More 20

The Fourth Critical Behavior: Push Work Down 22

3 Teachable and Sustainable Tools 25

4 Know Your People One On Ones 37

Scheduled 37

Weekly 42

30–Minute Meeting 46

With Each of Your Directs 48

The Manager Takes Notes 50

Where to Conduct One On Ones 54

5 Common Questions and Resistance to One On Ones 57

The Most Common Forms of One–On–One Pushback 57

Talking Too Much and Talking Too Little 68

Pushback on Note Taking 77

Can I Do One On Ones over the Phone? 79

Can I Be Friends with My Directs? 84

Can I Do One On Ones as a Project Manager? 92

6 How to Start Doing One On Ones 99

Choose Times from Your Calendar 99

Send Out a One–On–One E–mail Invitation 100

Allow for Possible Changes in the Near Future 101

Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting 101

Answer Questions 101

Conduct One On Ones Only for 12 Weeks 101

Don t Rush to Get to Feedback! 102

Don t Rush to Get to Negative Feedback 102

7 Talk about Performance Feedback 103

Encourage Effective Future Behavior 108

When Should I Give Feedback? 121

8 Common Questions and Resistance to Feedback 127

How Does It Sound? 127

The Capstone: Systemic Feedback 133

9 How to Start Delivering Feedback 141

Announce Your Intention in Your Weekly Staff Meeting 141

Schedule 30 Minutes for Your Briefing 142

Use Our Materials 142

Cover the Purpose of Feedback 142

Walk Them through Each Step of the Feedback Model 142

Give Only Positive Feedback for Eight Weeks 143

Add in Negative Feedback after Eight Weeks 144

Stay as Positive as You Can 144

10 Ask For More Coaching 147

Step 1: Collaborate to Set a Goal 149

Step 2: Collaborate to Brainstorm Resources 152

Step 3: Collaborate to Create a Plan 154

Step 4: The Direct Acts and Reports on the Plan 159

11 How to Start Coaching 163

12 Push Work Down Delegation 165

Why Delegation Is the Solution The Delegation Cascade 167

How to Delegate The Manager Tools Delegation Model 173

13 Common Questions and Resistance to Delegation 179

What Should You Delegate? 179

What If a Direct Repeatedly Says No to Delegation Requests? 180

14 How to Start Delegating 183

Afterword 185

Index 189

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Mark Horstman
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