How new managers become successful managers

What You Can Achieve Through This Book

What To Do When You Become The Boss is divided into five parts. Once you have read Chapters 1 and 2, you can read and apply the other chapters as and when you need to.

Part 1: Leading and Managing
So, now you’re in charge of other people. Where do you start?
What you will achieve through reading these chapters and applying the implementation plans
Chapter 1:
Are you a leader or manager?
  • You as a Leader. How to apply the first element of the manager’s role - Leading
  • So, is there a difference between a leader and a manager? Can you be both? Do you need to be both? How to make these decisions
  • Are leaders born or made? Can I become a leader? How to take the vital first steps
  • The things leaders do that encourage others to follow – how to start the process of leading
  • How you can become a leader
  • How to create the four elements of leadership
Chapter 2:
What does it take to be an effective manager?
  • You as a manager – the second element of the manager’s role
  • You as an operator – the third element of the manager’s role
  • How much leading, managing and operating should you do? Apply your time effectively
Part 2: Managing Your Team
They’ve given you a team. Now what do you do?
Chapter 3:
Team Work
  • Decide whether you have or want a team
  • Define your role as team leader
  • Define the current team status
  • Get your team engaged
  • Focus on “process” management as well as “content” management
Chapter 4:
How to select the right person for the job
  • Get the essentials right
  • Use Behaviour Description Interviewing
  • Apply the five step selection process
  • Other possible recruitment tools and tips
Chapter 5:
How to set performance standards for your people
  • Role clarity – the key to managing performance
  • Step 1: Clearly define each person’s role
  • Step 2: Set and agree performance standards and measures

Chapter 6:
How to motivate others

  • The first step to motivating others – recognition
  • In addition to recognition, what else motivates people? How to apply the motivating factors
  • Focus on both the “motivators” and the “satisfiers”
Chapter 7:
How to give feedback – positive and negative
  • Is there a better way to give bad news?
  • The six rules for giving feedback
  • Why we sometime get it wrong
Chapter 8:
Coaching; How to help your people take commitment for their own development
  • Coaching – a stock tool of trade for the new manager
  • Training or coaching? When to do each
  • When is the most appropriate time to coach?
  • The GROW model of coaching
Chapter 9:
How to manage the appraisal process
  • Why do organisations have appraisals?
  • How you can improve the process
  • What to do when you have to appraise the performance of a team member
  • What about when I am being appraised?
Chapter 10:
If you have to, how to fire someone
  • What emotions does the other person experience? How to manage these
  • The five stages of grief - helping others progress through the stages
  • Things to consider when firing someone
  • What’s the impact on those who stay?
Part 3: Managing Upwards and Sideways
How do you get things done when you have no formal control?
Chapter 11:
How to influence others
  • What is influencing? How to influence
  • Behaviour – the model of Reflecting, Questioning, Asserting, Suggesting
  • Strategies – how to build your network
Chapter 12:
How to manage your boss
  • Four rules to live by and four steps to take immediately
Chapter 13:
How to select your new boss
  • A four pronged boss selection strategy
  • Decide on your selection criteria
  • Look for clues during the interview
  • Find out what your prospective boss’s ideal employee looks like
  • Assess your prospective boss against your selection criteria
Part 4: Managing Your Meetings
One-on-one is ok, but how do you influence people in groups?
Chapter 14:
Group and team decision making
  • Do you need to gain commitment or compliance from your people?
  • A continuum of group decision making - how to select the most appropriate method of decision making
Chapter 15:
How to get the best out of your meetings
  • Why are so many meetings such a waste of time? How to avoid time wasting
  • Meetings – information or problem solving?
  • Managing both content and process - the secret of productive, successful meetings
Part 5: Managing Yourself
How do you get the best out of yourself?
Chapter 16:
How to manage yourself
  • Monitor your work hours
  • Recognise and manage your signs of stress
  • Learn to delegate
  • Communicate, communicate, communicate!
  • Give praise and recognition regularly
  • Focus on what is important, not what is urgent
  • Ensure you have a balance between intellectual, physical and emotional activities
  • Find yourself a mentor
Chapter 17:
How to delegate
  • The Achilles heal of new managers – absence of delegating
  • The difference between what you can do and what you should do – how to distinguish
  • The secret to successful delegation
    - developing your people to take initiative
  • The five levels of initiative – how to apply
  • Can all tasks be delegated? How to decide
Chapter 18:
How to become more productive
  • How busy are you?
  • Time management – fact or fiction? Some principles and techniques
  • Time management comfort food. The weight loss plan – how to implement
Chapter 19:
How to manage your email
  • Process and content – efficiency and effectiveness
  • Decide on the best time of the day to do your emails
  • Block out a specific amount of time
  • Take action on each email as you read it
  • Keep your inbox clear
  • Phone some people instead of responding to their email
  • Have an “Email Free” day
  • Let other people know about your email management plans
  • Restrict emails to reason and logic – send emotions face to face
  • Avoid the “You” word in your emails
  • Decide the intention of your email
  • Use the subject line to summarise the intent of your message
  • Give your reader full context at the start of your message
  • When you copy or cc people, do so for a reason and tell them why
  • Match your communication medium to the preferences of the receiver
Chapter 20:
Five of the worst mistakes new managers make and how to avoid them
  • Treat people as people not resources
  • Do what you say you are going to do
  • Set ground rules and performance expectations
  • Help people develop to their full potential
  • Recognise people for their contribution
Chapter 21:
How to develop yourself to your full potential
  • Are you positive or negative? How to become more positive
  • What’s your Locus of Control?
  • Locus of Control and personal development
  • Where are you now?
  • Getting accurate feedback
  • What’s 360° feedback? How to use
  • Draw up a personal development plan for the next 12 months
Chapter 22:
How to develop your image, your persona
  • How to make first impressions count
  • You can make the image that you want

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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