Bruce Tulgan

It's Okay to Be the Boss (eBook, ePUB)

The Step-by-Step Guide to Becoming the Manager Your Employees Need

• Format: ePub

Produktbeschreibung

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 youtheir immediate bossto 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 Americaan undermanagement epidemic affecting managers at all levels of the organization and in all industriesand 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!

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Produktdetails

• Verlag: HarperCollins
• Seitenzahl: 208
• Erscheinungstermin: 13. Oktober 2009
• Englisch
• ISBN-13: 9780061745485
• Artikelnr.: 37999820

Autorenporträt

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