Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools
A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results
Your Second Responsibility as a Manager Is to Retain Your People
The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People
The Second Critical Behavior: Communicate about Performance
The Third Critical Behavior: Ask for More
The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones
With Each of Your Directs
Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback
Talking Too Much and Talking Too Little
Can I Do One On Ones over the Phone?
Can I Be Friends with My Directs?
Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar
Send Out a One-On-One E-mail Invitation
Allow for Possible Changes in the Near Future
Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting
Conduct One On Ones Only for 12 Weeks
Don't Rush to Get to Feedback!
Don't Rush to Get to Negative Feedback. 7. Talk about Performance
Feedback. Encourage Effective Future Behavior
When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound?
The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting
Schedule 30 Minutes for Your Briefing
Cover the Purpose of Feedback
Walk Them through Each Step of the Feedback Model
Give Only Positive Feedback for Eight Weeks
Add in Negative Feedback after Eight Weeks
Stay as Positive as You Can. 10. Ask For More
Coaching. Step 1: Collaborate to Set a Goal
Step 2: Collaborate to Brainstorm Resources
Step 3: Collaborate to Create a Plan
Step 4: The Direct Acts and Reports on the Plan
11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution
The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate?
What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating.
From the eBook - Second edition.
Introduction: Who This Book Is For, What It's About, and Why
Chapter 1: What IS An Effective Manager?
Chapter 2: The 4 Most Effective Behaviors
Chapter 3: Teachable and Sustainable Tools
Chapter 4: Know Your People
Chapter 5: Doing One On Ones With Remote Directs
Chapter 6: How To Start Doing One On Ones
Chapter 7: Talk About Performance
Chapter 8: How To Give Feedback To Remote Directs
Chapter 9: How To Start Delivering Feedback
Chapter 11: How To Coach Remote Directs
Chapter 12: How To Start Coaching
Chapter 13: Push Work Down
Chapter 14: How To Delegate To Remote Directs
Chapter 15: How To Start Delegating
Chapter 16: The Manager Tools Manager.
Introduction: Who This Book Is for, What It's about, and Why
What Is an Effective Manager?
The Four Critical Behaviors
Teachable and Sustainable Tools
Know Your People: One On Ones
Common Questions and Resistance to One On Ones
How to Start Doing One On Ones
Common Questions and Resistance to Feedback
How to Start Delivering Feedback
Push Work Down: Delegation
Common Questions and Resistance to Delegation
Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools
A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results
Your Second Responsibility as a Manager Is to Retain Your People
The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People
The Second Critical Behavior: Communicate about Performance
The Third Critical Behavior: Ask for More
The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones
With Each of Your Directs
Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback
Talking Too Much and Talking Too Little
Can I Do One On Ones over the Phone?
Can I Be Friends with My Directs?
Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar
Send Out a One-On-One E-mail Invitation
Allow for Possible Changes in the Near Future
Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting
Conduct One On Ones Only for 12 Weeks
Don't Rush to Get to Feedback!
Don't Rush to Get to Negative Feedback. 7. Talk about Performance
Feedback. Encourage Effective Future Behavior
When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound?
The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting
Schedule 30 Minutes for Your Briefing
Cover the Purpose of Feedback
Walk Them through Each Step of the Feedback Model
Give Only Positive Feedback for Eight Weeks
Add in Negative Feedback after Eight Weeks
Stay as Positive as You Can. 10. Ask For More
Coaching. Step 1: Collaborate to Set a Goal
Step 2: Collaborate to Brainstorm Resources
Step 3: Collaborate to Create a Plan
Step 4: The Direct Acts and Reports on the Plan.
11. How to Start Coaching. 12. Push Work Down
Delegation. Why Delegation Is the Solution
The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate?
What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating.
