| Foreword | p. ix |
| Introduction: Using this Book | p. xi |
| You're a Manager-Now What? | p. 1 |
| What Is a Manager? | p. 3 |
| The Function of Management: The 80:20 Rule | p. 4 |
| From "Being Managed" to Manager | p. 5 |
| Understanding the Corporate Culture | p. 6 |
| Defining Your Role-Get Clear on What You Need to Do | p. 8 |
| Setting Up Your Management Style | p. 9 |
| Tips and Traps for Beginning Managers | p. 11 |
| New Rules for Management | p. 13 |
| How the Workforce Has Changed | p. 15 |
| Labor Laws | p. 17 |
| Multicultural Management | p. 19 |
| Telecommuting and Virtual Management | p. 21 |
| Creative People and Knowledge Workers | p. 22 |
| Avoiding Legal Complications | p. 24 |
| Goal Setting and Achievement | p. 29 |
| What Is Goal Setting? | p. 31 |
| Decide on Your Goals | p. 32 |
| Keep Them Simple and Focused | p. 33 |
| Concentrate on Results Rather Than on Activities | p. 34 |
| Goals Should Hit Their MARC | p. 35 |
| Prioritize for Maximum Effect | p. 36 |
| Encourage Your Team to Suggest Their Own Goals | p. 37 |
| Plan Only the 20 Percent | p. 38 |
| Make Someone Responsible for Each Task, and Set a Deadline | p. 39 |
| Spot the Bombs | p. 39 |
| Prevent, Rather Than Fight Fires | p. 40 |
| Control the Key 20 Percent of Tasks in a Plan | p. 41 |
| Making Your Day More Productive | p. 43 |
| Set a Good Example | p. 45 |
| Urgent Is Not Necessarily Important | p. 46 |
| Write It Down-And Make It Real | p. 47 |
| Don't Rush Around Aimlessly-Organize a Routine Day | p. 49 |
| Dealing with Office Politics and Interruptions | p. 50 |
| Expect the Unexpected | p. 52 |
| Avoid Playing Desk Chess | p. 52 |
| Learn How to Say "No" Constructively | p. 53 |
| Avoid Excessive Paperwork | p. 54 |
| Effective Problem-Solving | p. 57 |
| For Every Action, There Is a Reaction | p. 59 |
| Clearly Separate Cause from Effect | p. 60 |
| Build Upon a Solid Starting Point | p. 61 |
| Define the Problem Effectively, and Be Specific | p. 62 |
| Use Charts and Diagrams to Help | p. 63 |
| Avoid Assumptions When Dealing with People | p. 64 |
| Deviations Are Caused by Changes | p. 65 |
| Finding the Real or Underlying Cause | p. 66 |
| When There May Be More Than One Cause | p. 67 |
| How to Make Decisions | p. 69 |
| Logical versus Creative Decision-Making | p. 71 |
| Set Criteria Before Thinking About the Options | p. 72 |
| Consider a Range of Options, Including Do Nothing | p. 72 |
| Consider the Risks and Benefits | p. 73 |
| Effective Group Decision-Making | p. 74 |
| Deciding on the Basis of Benefits Versus Snags | p. 75 |
| You Will Never Have All of the Information. Decide! | p. 75 |
| Quick Decisions Have Their Own Set of Risks | p. 76 |
| Avoid Setting Criteria Too Early | p. 77 |
| The Pitfalls of Evaluating During Brainstorming | p. 78 |
| Encourage Ideas Outside the Suggestion Box | p. 79 |
| Active Listening and Positive Persuasion | p. 81 |
| Oral Communication and Persuasion | p. 83 |
| Listening Is Active, Not Passive | p. 84 |
| Summarize and Encourage Questions | p. 85 |
| Defusing Verbal Aggression and Interrogation | p. 86 |
| Consensus Decision-Making Versus Persuasion | p. 88 |
| What Do You Want to Achieve When Persuading? | p. 89 |
| Set Limits When Persuading or Negotiating | p. 90 |
| Bottom-Line People Versus Detail People | p. 91 |
| A Win/Win Approach Is Better Than Win/Lose | p. 92 |
| Always Leave the Door Open | p. 92 |
| Tactful Honesty Is the Best Policy | p. 93 |
| Teamwork and Coaching | p. 97 |
| Coaching, Leadership, and Motivation | p. 99 |
| Why Coach? | p. 100 |
| Using Coaching to Build a Good Team | p. 101 |
| Set a Solid Course for Your Team | p. 102 |
| When Acceptance Is As Good As Commitment | p. 103 |
| Except When You Really Need Commitment | p. 104 |
| When "I Don't Know" Is the Right Answer | p. 105 |
| Keep It Positive, Even When Challenged | p. 106 |
| Avoid the "Provide Goodies" Trap | p. 107 |
| Be Prepared to Make a Decision | p. 108 |
| Ask the Right Questions to Motivate Your Team | p. 109 |
| Genuine Praise Is a Powerful Motivator | p. 110 |
| Some Are More Motivated Than Others | p. 111 |
| The Importance of Mentoring | p. 111 |
| How to Delegate | p. 115 |
| Delegation and Why It Is Important | p. 117 |
| Pick the Right Task | p. 118 |
| Pick the Right Person | p. 118 |
| Pick the Right Challenge | p. 119 |
| Trust People-Give Them the Authority They Need | p. 120 |
| When Boring Tasks Are Just That | p. 121 |
| Encourage People to Do the Planning! | p. 122 |
| Encourage People to Check In, and Give Them Access | p. 122 |
| Everyone Makes Mistakes When They're Learning | p. 123 |
| Reality Check-How Do They Feel About the Task? | p. 124 |
| Avoid the Black Hole-Give Feedback When It's Done | p. 125 |
| Presenting Information and Proposals | p. 127 |
| The Importance of Effective Presentations | p. 129 |
| Nerves Are Normal | p. 130 |
| Make Time to Rehearse | p. 130 |
| Gain Their Interest Early | p. 131 |
| Be Yourself | p. 132 |
| Gimme a Break! | p. 133 |
| Pictures Are Memorable | p. 134 |
| Remember the Three Ts | p. 135 |
| Cover the Snags As Well As the Benefits | p. 136 |
| Anticipate Tough Questions | p. 137 |
| Remember to Ask for Approval | p. 138 |
| Mastering the Meeting | p. 141 |
| Organizing Meetings and Obtaining Results | p. 143 |
| Are Meetings Necessary? | p. 144 |
| Focus on Results, Rather Than Subjects | p. 144 |
| Keeping Meetings Short and to the Point | p. 145 |
| Start Your Meetings on Time | p. 146 |
| Set a Finish Time | p. 147 |
| Curtail Topic Drift in Both Minutes and Discussion | p. 149 |
| Handling Unexpected Situations | p. 150 |
| Ensure That Participants Understand Their Role | p. 151 |
| Get a Commitment to Act | p. 152 |
| Conferences, Conventions, and Retreats | p. 153 |
| Improving Performance | p. 157 |
| Coaching and Improving Performance | p. 159 |
| Make Sure Workers Own Their Responsibilities | p. 160 |
| Review Performance Objectively-Strengths Are Just As Important As Weaknesses | p. 161 |
| Ask Open-Ended Questions | p. 162 |
| Offer Options Rather Than Advice | p. 163 |
| Respect Pauses | p. 163 |
| Look at Behavior, Not Personality | p. 164 |
| Match Solutions with Problems | p. 165 |
| Avoid Personal Problems and Psychoanalysis | p. 166 |
| Meet with Team Members Regularly | p. 168 |
| Employee Discipline-A Call to Improvement | p. 169 |
| When to Bring In Outside Specialists | p. 170 |
| You're Hired! You're Fired! | p. 173 |
| Define the Job and the Qualifications | p. 175 |
| Ask the Right Questions | p. 179 |
| Carefully Evaluate Your Candidates | p. 181 |
| Trust Your Gut | p. 182 |
| Performance Problems versus Misconduct | p. 183 |
| Get It in Writing-Keeping It Legal | p. 184 |
| Firing: A Manager's Toughest Decision | p. 185 |
| Effective Appraisals | p. 189 |
| Definition and Purpose of Appraisals | p. 191 |
| Provide Regular Feedback at Other Times | p. 192 |
| Jointly Agree on Performance Objectives | p. 193 |
| Find a Useful Rating Scale | p. 194 |
| Allow Sufficient Time for the Appraisal | p. 195 |
| How Do They Think They Have Done? | p. 196 |
| Spend Most of the Time Looking Forward | p. 197 |
| Agree On Joint Action Plans | p. 198 |
| Build Upon and Put Joint Action Plans into "Action" | p. 199 |
| Appraising Yourself as a Manager | p. 199 |
| Conclusion | p. 203 |
| Endnotes | p. 204 |
| Index | p. 206 |
| About the Authors | p. 209 |
| Table of Contents provided by Ingram. All Rights Reserved. |
