Content previously published in Essential Managers (EM) Managing People (2009), EM Leadership (2008), EM Achieving High Performance (2009), EM Effective Communication (2009). DK Delhi Project Art Editor Vikas Chauhan Senior DTP Designer Vishal Bhatia Senior Managing Editor Rohan Sinha Managing Art Editors Sudakshina Basu,. Planning Your Speech 256 Developing Visual Support 260 Improving Your Confidence 264 Delivering Your Speech 266 Becoming a Better Writer 268 Writing a Business Letter 274 Using Email and.
NEGOTIATING 364
Lead your team
Achieve your potential Achieving this potential occurs
Improve your business skills A good manager also needs to
There is no single technique for becoming a great manager, but the Essential Manager's Handbook provides indispensable advice on six of the key areas of management. Throughout this book there are many features designed to help you learn the essentials of being a leader quickly and effectively. Ask Yourself” boxes allow you to review your situation and assess how you can improve your skills, while “Tip” boxes provide expert advice.
Case studies show real-life examples that you can learn from and do's and don'ts.
MANAGING PEOPLE
Knowing yourself will give you valuable insights into your aptitude for managing others. It allows
DEV ELO PIN G Y OUR PE RSO NAL MIS SIO N S TAT EM ENT
SEL F-A WA REN ESS
CLA RIF YIN G Y OUR VA LUE SAPPLYING ASSERTIVENESS
INT ELL IGE NCE
Keeping moving
Analyzing your performance
Awareness of your emotions, personality, what you enjoy and dislike, what motivates you, and what comes easily or poses challenges is a key
MAKE NOTES
Keeping a journal
In focus FEEDBACK
Understanding EQ
Using EI at work
Managing emotions
INWARD COMPETENCIES
The four competencies
OUTWARD COMPETENCIES
An effective manager needs to behave in an active and assertive manner to get things done. Assertive managers are able to express
STATE YOUR CASE
BE PREPARED
USE OPEN QUESTIONS
Becoming more assertive
Assertive behavior for effective management
Understanding personality types
ASK YOURSELF…
YES NOAm I assertive enough?
GET PERSPECTIVE
BE PATIENT
VISUALIZE YOURSELF
Shaping the environment
Managers tend to treat their staff according to assumptions they hold about what motivates people. These assumptions create self-fulfilling
ANALYZE YOURSELF
X and Y assumptions
STYLE MANAGERS Y-STYLE MANAGERS
Defining values
Clarifying your personal values
Values are stable and enduring beliefs about what is good, right, and worthwhile, and about the behavior that is desirable for achieving what
Dealing with conflicts
YES NOAbout your influences
TYPES OF VALUE
In focus
Defining your future
Setting out your philosophy
A personal mission statement provides you with the long-term vision and motivation to manage yourself and others in your team according to
LEARN FROM SETBACKS
EVALUATE PROGRESS
SEE THE FUTURE
Setting and attaining your personal managerial goals
SET YOUR GOALS
GET SUPPORT
REWARD YOURSELF
BE SMART
Teams are the cornerstones of most public and nonprofit organizations. Successful
MO TIV ATI NG OTH ERS TEA CHI NG SKI LLS
APP RAI SIN G P ERF ORM ANC ESETTING GOALS AND
PLA NNI NG
DEL EGA TIN G E FFE CTI VEL YHIGH-PERFORMING TEAMS
VAL UIN G D IVE RSI TY
Planning is a key skill for any manager and starts with having a good understanding of the organization’s objectives. It involves establishing
Knowing your goals
Planning and monitoring
LOOK TO THE FUTURE
How to develop and implement a plan
Formulate a plan to achieve these objectives: what needs to be done, by whom and by when.
Setting your goals
Job design refers to the way tasks are combined to form complete jobs
It involves trying to shape the right jobs to conform to the right people, taking into account both the organization’s goals and the employees’
Ways to design work
GET THE RIGHT PERSON FOR THE JOB
As Lee Iacocca, former CEO of Chrysler Corporation, said: “All business operations can be reduced to three words: people, product, and profit
Understanding team performanceDefining high-
In focus MUTUAL TRUST
Achieving good teamwork
Steering your team
Setting standards
YES NOCreating a team performance agreement
CHANGE PERSONNEL
Understanding and managing people who are similar to us can be challenging, but understanding and managing those who are different.
Understanding and managing people who are similar to us can be challenging, but understanding and managing those who are dissimilar
Understanding the changes
LET EVERYONE KNOW
Capitalizing on diversity
PRACTICE WHAT YOU PREACH
Empowering others
Managers are responsible for getting things done through other people. You need to accomplish assigned goals
Empowering others through delegation is one of the most powerful managerial tools for increasing productivity
Feeling the benefits
The four components of
Letting go
Maslow’s hierarchy of needs
Understanding needs
Every day, people make decisions about how much effort to put into their work. Managers have many opportunities to influence these decisions
At work, this means being able to exercise creativity and develop and fully utilize our skills. ESTEEM NEEDS We are then motivated by the need for self-esteem and appreciation from others, such as recognition for achievements and promotion. At work, this means having good relationships with colleagues and participating in social functions in the company.
Ability is a product of aptitude, training and resources, while motivation is a product of desire and commitment.
Using positive reinforcement
CASE STUDY
PRIORITIZING NEEDS
Rewarding success
YES NOCan I draw on my experience?
Motivating your team
YES NOMotivating my team
Learning by experience
Watching, thinking, and doing
As a manager, an important part of your role is to help those you are managing to develop their skills. If you can encourage the development
PAINT A PICTURE
How to teach new skills
Assessing progress
CONDUCTING APPRAISAL INTERVIEWS
YES NOAm I prepared for the appraisal?
The appraisal interview
Setting action points
Leadership is the process of providing direction, influencing and energizing others, and obtaining
HEL PIN G O THE RS IMP ROV E
COA CHI NG AND ME NTO RIN G MA NAG ING CA REE RS
MA NAG ING CH ANG ESOLVING PROBLEMS
BUI LDI NG POW ER
Understanding ethics
Being responsible
Few of us would be likely to steal or cheat, but how principled would you be, or should you be, when faced with routine business
YES NOIs what I’m about to do ethical?
Developing ethics
Analyzing organizational culture
An organization’s culture, or personality, refers to the key
Discerning the culture
Sustaining culture
CASE STUDY KEEPING CULTURE
Managerial success depends on making the right decisions at the right times. However, unless you define a problem and identify its
Spotting problems
The problem- solving process
IDENTIFYING DEFINING
Definition is important even
Finding solutions
Developing an action plan
Implementing and monitoring
MAKING THE
DECISION IMPLEMENTING FOLLOWING UP
Power is the capacity to influence an individual or group to behave in ways they would not otherwise. Learning how to
Developing power bases
Power is the ability to influence an individual or group to behave in ways that they would not otherwise do. Access to information When others need information that only you have access to, you have power. Devising strategies and taking actions to influence the distribution of benefits and harms, or the outcomes of important decisions, will increase your power and status.
Impression Management This is the process of shaping the image you project to others in order to favorably influence how others see and evaluate you.
Ways to build power
Types of power
Ways to use managerial power to obtain desired
This strategy is most effective when the balance of power is clearly in your favor. This is most effective where final decisions depend on the quantity and not the quality of support.
Individuals, managers, teams, and organizations that do not adapt to change in timely ways are unlikely to survive in our increasingly
Overcoming resistance
TURN TO THE POSITIVE
Promoting change
Individuals, managers, teams and organizations that do not adapt to change in a timely manner are unlikely to survive in our increasing pace. Individuals, managers, teams and organizations that do not adapt to change in a timely manner are unlikely to survive in our increasingly rapidly changing world. Managers who anticipate change, learn to adapt to change and manage change will be the most successful.
Managers must also develop and articulate a compelling vision and strategy that people will aspire to, that will guide change efforts. The vision of what it will be like when the change is achieved must illuminate core principles and values.
PHASES OF CHANGE
It contributes to a triple win for the organization, the manager and the employees themselves. By helping others solve personal problems and develop skills – thereby helping them improve their performance – you motivate your team to achieve better results for themselves and for the organization.
Diagnosing problems
Ways to help others improve
YES NODetermining the cause of unsatisfactory performance
Demonstrating positive regard
Conducting a helping session
After the session, be sure to monitor the person's progress and modify the action plan.
Counseling others
BE SUPPORTIVE
Dealing with personal problems
Helping others develop
Coaching a process
The role of a mentor
Three key skills for successful coaching
Charting your own career path
In today’s rapidly changing business landscape, managers need to actively manage their careers and provide career guidance to
Driving forward
In focus CAREER STAGES
Directing others
LEADERSHIP
When you take up a leadership role, you will be expected to tackle multiple tasks—from meeting goals through
LEA DIN G T HRO UGH VIS IONLEADING FROM WITHIN
Thinking leadership
If you thrive on thinking creatively, inspiring and guiding people, experimenting with different approaches, and making intuitive
BE AGILE
MANAGEMENT
Leading and managing
BEING A LEADER
Being a frontrunner
The job of a leader is to give others a sense of purpose and self-worth
This is impossible to do with any conviction if you don’t understand your own strengths and weaknesses, or if you are uncertain about the direction
Defining thinking styles
Knowing yourself
LIST YOUR SKILLS
Leadership styles
Developing self-awareness
Applying self-knowledge
COMMIT TO CHANGE
Using emotional intelligence
Assessing the benefits
Setting out the vision
As a business leader, you will be expected to set out the values of an organization and provide its stakeholders with an emotionally appealing
EXPLAIN WHY
JUST REWARDS
Working with teams
Start-up
Rapid growth
Growth is built in to the vision of most organizations; and when an organization grows, its leaders must be prepared to adapt with it
Your role as a leader may become bigger and more strategic with each organizational transition, so anticipating change is a cornerstone
Devolution
Continued growth
When you are given a leadership position, you need to prepare yourself for intense learning and adaptation
From getting your feet under the desk to developing your competencies, there are many challenges in store
PRO VID ING FE EDB ACKWORKING AT RELATIONSH IPS
USI NG COM PET ENC ES
Giving yourself a head start
Managing data
When you become a leader, you need to quickly understand what is expected from you and from your team. Your employer will provide
Ask your employer where you fit into their
Managing people
Being realistic
Ask crucial questions
How to prioritize tasks
LOWLOWHIGHURGENCY
IMPORTANCE
Managing your time
HIGHIMPORTANCE
Getting back on track
WORKING SMART
MAKE ROOM FOR CONTINGENCIES
Delegating successfully
How to delegate
Selecting personnel
CARRY OUT A DEBRIEF
Plan to delegate
Telling stories
From your earliest days as a leader, you will need to build relationships with your team and a range of stakeholders throughout the organization
The ability to understand and influence people is a key skill, and thinking of relationships in terms of “stories” gives you some tools to analyze
Relationships are built by exchanging stories. Just
Listening to stories
LISTEN TO THE SUBTEXT
He or she is concerned about the needs of both parties and wants to reach consensus or use lateral thinking to explore a better solution so that everyone wins.
Learning from stories
KEEP TALKING
Case study
MERGING CULTURES
These people have a low priority; however, you should update them regularly on progress to manage expectations. POTENTIAL ADVOCATES Stay close to this group at all times and keep them well informed.
Analyzing stakeholdersPinpointing key relationships
HIGH
Emulating the greats
Setting objective targets
How can you define what you need to become an effective leader? You may get some inspiration from the lives of great business, political, and
Writing your own competencies
PUTTING COMPETENCIES TO WORK
Objectives
10 competencies should be all you need to target
Involving others
Standard leadership competency
Following best practice
Assessing competencies: solving problems
Measuring and developing
Opening the dialogue
The ability to both give and receive feedback is an essential leadership skill. Giving feedback encourages development and innovative thinking
LISTEN WELL
Feedback or other
CONSIDER YOUR FEEDBACK
YES NO
The best questions often
Getting SMART—setting realistic objectivesGiving formal appraisals
Setting SMART objectives
Closing the appraisal
A R T TIMELY
Seeking the truth
RUNNING 360° FEEDBACK
Becoming a rounded leader
360° feedback is an invaluable tool for
Reflecting and reviewing
LISTEN TO YOURSELF
YOUR LONG-TERM DEVELOPMENT
Journaling
KEEP YOUR FEET ON THE GROUND
Attending to different needs
Maintaining standards
ACCENTUATE THE POSITIVE
Managing stress
Setting a good example
From the way they formulate and express their overarching vision to the thought that they put into everyday interactions, which is the glue
How to inspire through your vision
Your role is about providing inspiration, and that starts
Focusing on the now
Taking opportunities
ZAP, DON’T SAP
BEING POSITIVE
IMP ROV ING CO NFI DEN CE LEA RNI NG FRO M
ENT REP REN EUR SFOCUSING ON THE FUTURE
BAL ANC ING TA RGE TSENERGIZING THE TEAM
LEA DIN G D IFF ICU LT PEO PLE
Making decisions
Locating change
YES NOWhat’s our competitive advantage?
Question your decisions using a SWOT analysis
Keeping objective
Weighted assessment
Strategic Business Plan
OPEN CHANNELS
Connected organizational plans
Operations Plan (products and
Organization Development Plan
Finance, IT Sourcing, and R & D Plans
Integrating change
Marketing Plan
Balancing priorities
Maintaining stability
Opportunities for innovation exist at every level of an organization, and leaders must continuously plan change to move forward and stay ahead
How to recognize the stages of adaptation to change
Adjusting to plans
Reacting to change
EXPECT DISSENT
Choosing your team
BE INCLUSIVE
Leader
Creator
Analyst
Facilitator
Administrator
Running your team
The signs of an energized team
Dealing with conflict
Meeting standards
Unproductive confrontations with you as leader or between team members can take a lot of your time, create a bad atmosphere, and
YES NOIs it me?
If you have inherited this individual, you must release the burden of all past broken promises and build new trust. Listen with compassion and arrange a break if you think it will help solve the problem. Be sure to recognize when the problem is beyond your abilities and ask for further help.
The reason is often personal, and although colleagues will sympathize at first, they will soon tire of the problem.
Why people become difficult
Getting the right results
Setting service level agreements
KEEPING MULTIPLE TARGETS IN PLAY
Being prepared
BOOST YOURSELF
COMMUNICATING WITH CONFIDENCE
Acknowledging ideas
FACE YOUR FEARS
TipCHECKLIST
YES NOStaying calm in adversity
Finding opportunities
Entrepreneurs enjoy creating value by taking advantage of opportunities and solving problems for customers. Leaders in organizations of all
Looking at your business with an entrepreneurial mindset will help you generate ideas for maximizing growth opportunities that no one else has seen – either inside or outside the organization. Large corporations are increasingly encouraging their leaders to demonstrate entrepreneurial zeal within the mature organization—a phenomenon called intrapreneurship.
Where to look for entrepreneurial ideasDeveloping entrepreneurial
HARNESS TALENT
By discovering and developing emerging leadership talent, today's leaders play an important role in the future of organizations around the world.
INV EST ING IN THE FU TUR E
ADO PTI NG NEW
LEA DER SHI P P ATT ERN SCOACHING FOR SUCCESS
Appointing talent
Realizing potential
SPOT THE SIGNS OF CHANGE
YES NOCreating future leaders in your organization
How to help potential leaders make transitions
Potential leaders start taking on more responsibility
Recognizing leadership stages
Making leadership transitions
Releasing potential
Challenging and supporting
A good coach can accelerate the development of your future leaders, helping them manage the transitions they need to make to gain
VISUALIZE LEADERSHIP
Retention of key executives
The right experience
MAP OUT THE PROCESS
The benefits of coaching
Enhanced working relationships
Greater alignment of individual/corporate
New perspectives on business issues
Profiting from change
Branding yourself
How to develop continuously
ACHIEVING HIGH PERFORMANCE
To prosper in both life and business you need to understand yourself. What are your strengths and
PLA NNI NG THE FU TUR EANALYZING YOUR STRENGTH S
AND LIM ITA TIO NSSETTING GOALS
DEV ELO PIN G Y OUR BR AND
Other people's perceptions of you can be markedly at odds with your view of yourself.
Other people’s perceptions of you may be significantly at odds with your own view of yourself. Finding out what others think of you is
PSYCHOMETRIC TESTING
Seeking new perspectives
Getting answers
Using feedback
MAKE AN IMPRESSION
Examining your ambitions
Looking at the future
Visualizing the way
Work takes up a large chunk of your life, so job satisfaction is important
THINK BIG
How to discover what is important to you
Describing your capabilities
Gaining skills and experience
To achieve high performance in your workplace, you need to understand and play to your strengths. You also need to recognize what you are less
REVIEW YOUR SKILLS
SWOT analysis for a Human Resources executive
Carrying out a SWOT analysis
Giving the right impression
We have looked at the importance of how other people see you and of understanding yourself, your strengths and limitations, and your
FOLLOW YOUR CUSTOMERS’ LEAD
Creating the right look
Being personable
What defines your brand?
Knowing where you’re going
Setting objectives
WHAT’S ON YOUR RÉSUMÉ?
HAVING AN EFFECTIVE FUTURE PLAN
YES NOAm I on track to reach my goal?
Creating a plan
Developing a vision
Creating a success map for your future
Success map for an aspiring sales director
Achieve promotion to the level of
Just like a good set of tools, once you've acquired your skills, they're good set of tools, once you've acquired your skills, they'll always stay with you—as long as you maintain them. From time to time you will need to add new tools to your kit as the requirements of your work change or evolve, and.
From time to time you will need to add new tools to your kit as the requirements of your job change or evolve, and
DEA LIN G W ITH DIF FIC ULT PE OPL E
While you can raise additional capital for your business, employ more people, and buy more machinery, there will only ever be
Tracking your time
How to set up a time log
Making time
Planning your day
Calculating priority
BE DISCIPLINED
How to prioritize your tasks
Categorize tasks according to importance and
Structuring your day
HIGH URGENCY, HIGH IMPORTANCE
LOW URGENCY, HIGH IMPORTANCE
HIGH URGENCY, LOW IMPORTANCE
LOW URGENCY, LOW IMPORTANCE
Working effectively
Focusing your actions
Dealing with interruptions
Researching well
Making your mark
Recording meetings
Taking minutes
MAKE YOURSELF HEARD
YES NOGenerating formal minutes of a meeting
Calling a meeting
Inviting the right people
How to run the meeting
If, for example, you inform the employees about changes to be made in the structure of your department, it is important that everyone participates. If you want views on how the structure should change, you can, on the other hand, invite just a few key people. When you have decided who will attend, send a message about the date and place well in advance.
Specify how long the meeting will last to help invitees plan their time.
Setting the agenda
Creating items
Running the meeting
CONDUCTING A MEETING
A difficult person could be someone who is genuinely obstructive or just an individual who sees the world differently from you. In either case, to
Planning for resolution
Discussing the situation
Facing up to conflict
ACT EARLY
Strategies for difficult behaviors
There is a basic set of skills that can help you become more effective at everything you do. Like the oil in a