Do you feel you don't have enough time to manage your people? Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow? Do you have some great employees you really cannot afford to lose? Do you secretly wish you could be more in control but don't know where to start? Managing people is harder and more high-pressure today than ever before. There's no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also…mehr
Do you feel you don't have enough time to manage your people? Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow? Do you have some great employees you really cannot afford to lose? Do you secretly wish you could be more in control but don't know where to start? Managing people is harder and more high-pressure today than ever before. There's no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also won't work hard for vague promises of long-term rewards. They look to you?their immediate boss?to help them get what they need and want at work. How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless they really need you. After all, you don't want to "micromanage" them and don't have the time to hold every employee's hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work . . . which leaves even less time for managing people . . . which opens the door for even more problems! In It's Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in corporate America?an undermanagement epidemic affecting managers at all levels of the organization and in all industries?and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly. Now that's how you set employees up for success and help them earn what they need. Tulgan opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people. His message: It's okay to be the boss. Be a great one!Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Bruce Tulgan is an adviser to business leaders all over the world and a sought-after speaker and seminar leader. He is the founder of Rainmaker-Thinking, Inc., a management training firm. Bruce is the author of the classic Managing Generation X as well as Winning the Talent Wars, and has written for the New York Times, USA Today, Harvard Business Review , and Human Resources. He lives with his wife, Dr. Debby Applegate, in New Haven, Connecticut, and Portland, Oregon.
Inhaltsangabe
WHAT IS HARD ABOUT MANAGING? 1 YOUR OBJECTIVES 3 WORKSHOP OBJECTIVES 4 THE BASICS OF MANAGING PEOPLE 5 The Consequences of Under-Management 6 Fight the Under-Management Epidemic: Be a Great Boss! 7 Real-World Obstacles 8 The Top Seven Management Myths 9 BACK-TO-BASICS TECHNIQUE 1 GET IN THE HABIT OF MANAGING EVERY DAY 11 One-on-One Conversations with the People You Manage 12 Getting Started 13 How to Make Time Available 14 Worksheet: Making Time for Managing Every Day 15 BACK-TO-BASICS TECHNIQUE 2 LEARN TO TALK LIKE A PERFORMANCE COACH 17 How a Coach Talks 18 Discussion Questions for Coaching Conversations 19 Coaching Script 21 Questions to Ask During a Coaching Conversation 22 For Useful Coaching Conversations 23 Worksheet: Coaching Script 24 BACK-TO-BASICS TECHNIQUE 3 TAKE IT ONE PERSON AT A TIME 25 Six Questions for Tuning In to Each Person You Manage 26 Tuning-In Tool 28 Worksheet: Manager's Landscape 29 BACK-TO-BASICS TECHNIQUE 4 MAKE ACCOUNTABILITY A PROCESS, NOT A SLOGAN 31 Top Seven Complications to Accountability 32 Key Actions for Holding People Accountable 33 Worksheet: Strategies for Holding People Accountable 34 BACK-TO-BASICS TECHNIQUE 5 MAKE EXPECTATIONS CLEAR EVERY STEP OF THE WAY 35 Make Expectations Clear Every Step of the Way 36 Turn Best Practices into Checklists 37 To Delegate Successfully 38 Circles of Empowerment 39 BACK-TO-BASICS TECHNIQUE 6 TRACK PERFORMANCE IN WRITING 41 To Evaluate Performance 42 Reasons for Writing Things Down 43 Systems for Tracking Performance in Writing 44 Describe, Describe, Describe 45 Worksheet: Tracking Performance in Writing 46 BACK-TO-BASICS TECHNIQUE 7 SOLVE SMALL PROBLEMS EARLY BEFORE THEY TURN INTO BIG ONES 47 Diagnosing Performance Problems 48 Worksheet: Diagnosing a Persistent Performance Problem 49 BACK-TO-BASICS TECHNIQUE 8 DO MORE FOR SOME PEOPLE, LESS FOR OTHERS 51 Three Trends in Rewards 52 Using Rewards as Incentives and Quid Pro Quos 53 Worksheet: "What Can You Do to Earn That?" 54 MANAGER'S CHECKLIST 59 ACTIONS FOR BECOMING A BETTER BOSS 60 WORKSHEET: ACTION PLANNING 61 APPENDIX 63 Coaching Script 65 Tuning-In Tool 66 Manager's Landscape 67 "What Can You Do to Earn That?" 68 ABOUT THE AUTHOR 71
WHAT IS HARD ABOUT MANAGING? 1 YOUR OBJECTIVES 3 WORKSHOP OBJECTIVES 4 THE BASICS OF MANAGING PEOPLE 5 The Consequences of Under-Management 6 Fight the Under-Management Epidemic: Be a Great Boss! 7 Real-World Obstacles 8 The Top Seven Management Myths 9 BACK-TO-BASICS TECHNIQUE 1 GET IN THE HABIT OF MANAGING EVERY DAY 11 One-on-One Conversations with the People You Manage 12 Getting Started 13 How to Make Time Available 14 Worksheet: Making Time for Managing Every Day 15 BACK-TO-BASICS TECHNIQUE 2 LEARN TO TALK LIKE A PERFORMANCE COACH 17 How a Coach Talks 18 Discussion Questions for Coaching Conversations 19 Coaching Script 21 Questions to Ask During a Coaching Conversation 22 For Useful Coaching Conversations 23 Worksheet: Coaching Script 24 BACK-TO-BASICS TECHNIQUE 3 TAKE IT ONE PERSON AT A TIME 25 Six Questions for Tuning In to Each Person You Manage 26 Tuning-In Tool 28 Worksheet: Manager's Landscape 29 BACK-TO-BASICS TECHNIQUE 4 MAKE ACCOUNTABILITY A PROCESS, NOT A SLOGAN 31 Top Seven Complications to Accountability 32 Key Actions for Holding People Accountable 33 Worksheet: Strategies for Holding People Accountable 34 BACK-TO-BASICS TECHNIQUE 5 MAKE EXPECTATIONS CLEAR EVERY STEP OF THE WAY 35 Make Expectations Clear Every Step of the Way 36 Turn Best Practices into Checklists 37 To Delegate Successfully 38 Circles of Empowerment 39 BACK-TO-BASICS TECHNIQUE 6 TRACK PERFORMANCE IN WRITING 41 To Evaluate Performance 42 Reasons for Writing Things Down 43 Systems for Tracking Performance in Writing 44 Describe, Describe, Describe 45 Worksheet: Tracking Performance in Writing 46 BACK-TO-BASICS TECHNIQUE 7 SOLVE SMALL PROBLEMS EARLY BEFORE THEY TURN INTO BIG ONES 47 Diagnosing Performance Problems 48 Worksheet: Diagnosing a Persistent Performance Problem 49 BACK-TO-BASICS TECHNIQUE 8 DO MORE FOR SOME PEOPLE, LESS FOR OTHERS 51 Three Trends in Rewards 52 Using Rewards as Incentives and Quid Pro Quos 53 Worksheet: "What Can You Do to Earn That?" 54 MANAGER'S CHECKLIST 59 ACTIONS FOR BECOMING A BETTER BOSS 60 WORKSHEET: ACTION PLANNING 61 APPENDIX 63 Coaching Script 65 Tuning-In Tool 66 Manager's Landscape 67 "What Can You Do to Earn That?" 68 ABOUT THE AUTHOR 71
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