The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "e;effective management"e; actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "e;good at people."e; The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.

The how-to guide for exceptional management from the bottom upThe Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way.Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level--with a behavioral framework designed to be tailored to your team's specific needs.* Understand your team's strengths, weaknesses, and goals in a meaningful way* Stop limiting feedback to when something goes wrong* Motivate your people to continuous improvement* Spread the work around and let people stretch their skillsEffective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.

Introduction Who This Book Is for, What It's about, and Why ixAbout Manager Tools xiiA Note about Data xiiiA Note about Gender xiv1 What Is an Effective Manager? 1Your First Responsibility as a Manager Is to Achieve Results 2Your Second Responsibility as a Manager Is to Retain Your People 4The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People 42 The Four Critical Behaviors 7The First Critical Behavior: Get to Know Your People 8The Second Critical Behavior: Communicate about Performance 17The Third Critical Behavior: Ask for More 20The Fourth Critical Behavior: Push Work Down 223 Teachable and Sustainable Tools 254 Know Your People--One On Ones 37Scheduled 37Weekly 4230-Minute Meeting 46With Each of Your Directs 48The Manager Takes Notes 50Where to Conduct One On Ones 545 Common Questions and Resistance to One On Ones 57The Most Common Forms of One-On-One Pushback 57Talking Too Much and Talking Too Little 68Pushback on Note Taking 77Can I Do One On Ones over the Phone? 79Can I Be Friends with My Directs? 84Can I Do One On Ones as a Project Manager? 926 How to Start Doing One On Ones 99Choose Times from Your Calendar 99Send Out a One-On-One E-mail Invitation 100Allow for Possible Changes in the Near Future 101Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting 101Answer Questions 101Conduct One On Ones Only for 12 Weeks 101Don't Rush to Get to Feedback! 102Don't Rush to Get to Negative Feedback 1027 Talk about Performance--Feedback 103Encourage Effective Future Behavior 108When Should I Give Feedback? 1218 Common Questions and Resistance to Feedback 127How Does It Sound? 127The Capstone: Systemic Feedback 1339 How to Start Delivering Feedback 141Announce Your Intention in Your Weekly Staff Meeting 141Schedule 30 Minutes for Your Briefing 142Use Our Materials 142Cover the Purpose of Feedback 142Walk Them through Each Step of the Feedback Model 142Give Only Positive Feedback for Eight Weeks 143Add in Negative Feedback after Eight Weeks 144Stay as Positive as You Can 14410 Ask For More--Coaching 147Step 1: Collaborate to Set a Goal 149Step 2: Collaborate to Brainstorm Resources 152Step 3: Collaborate to Create a Plan 154Step 4: The Direct Acts and Reports on the Plan 15911 How to Start Coaching 16312 Push Work Down--Delegation 165Why Delegation Is the Solution--The Delegation Cascade 167How to Delegate--The Manager Tools Delegation Model 17313 Common Questions and Resistance to Delegation 179What Should You Delegate? 179What If a Direct Repeatedly Says No to Delegation Requests? 18014 How to Start Delegating 183Afterword 185Index 189