Umfang:
1 Online-Ressource (285 Seiten)
Ausgabe:
1st ed
ISBN:
9781394174089
Anmerkung:
Description based on publisher supplied metadata and other sources
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Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Acknowledgments -- Introduction: Five Must-Have Skills from People Who Get Things Done -- Skill 1: Commitment to Building a Team -- Skill 2: Fanatical Custodian of Time -- Skill 3: Willingness to Seek and Take Advice -- Skill 4: Setting and Adhering to Priorities -- Skill 5: An Obsession with Quality -- Part I Commitment to Building a Team -- Chapter 1 Hire forOutcomes -- Focus on Outcomes, Not Intuition -- Create a Hiring Scorecard -- Use a Team Approach -- Systematic Interviewing -- Step 1: Understand the Resume -- Step 2: Deepening and Narrowing -- Step 3: Caucus with the Team -- Further Interviews -- Reference Checks -- Be Nice -- A Final Thought . . . -- Hire for Outcomes -- Ten Initial Interview Questions to Ask -- Ten Questions to Give the Candidate in Advance* -- Ten Questions to Ask a Reference -- Chapter 2 The 100-Day Window -- The 100-Day Window -- Strategies for the 100-Day Window -- Clarity with Support -- Build a Vigilance Process -- A Final Thought . . . -- The 100-Day Window -- Chapter 3 Instant Performance Feedback -- Instant Performance Feedback over Annual Reviews -- Radical Candor -- A Six-Part Framework for IPF -- A Final Thought . . . -- Instant Performance Feedback -- Chapter 4 The 360 Review -- Start Slow to Go Fast -- Collecting the Information -- The Three Cs -- Curate the Feedback -- Create a Personal Growth Plan -- Close the Loop -- A Final Thought . . . -- The 360 Review -- Ten Examples of 360 Review Questions -- Chapter 5 Coaching Underperformance -- Four-Step Process -- Coachable or Not? -- Development Plan -- Set-Up-to-Fail Syndrome -- The "No Asshole" Rule -- A Final Thought . . . -- Coaching Underperformance -- Development Plan (DP) -- Chapter 6 Breaking Up Is Hard to Do -- Making the Decision -- Preparation Is Compassion -- Transition Agreement
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Breaking Up Is Hard to Do -- Logistics -- Communication to Employees -- A Final Thought . . . -- Breaking Up Is Hard to Do -- Model Transition Agreement -- Chapter 7 Never Waste a Last Goodbye -- A Competitive Weapon -- The Interviewer -- The Interview -- The Three Cs -- A Final Thought . . . -- Never Waste a Last Goodbye -- Ten Exit Interview Questions -- Part II Fanatical Custodian of Time -- Chapter 8 Activity Is Not Progress -- Start by Creating Quantity -- Compress Your Meeting Times -- The OHIO Rule -- Be Excellent at Saying "No" -- Then Create Quality -- Know Your Chronotype -- Change Your Environment -- A Final Thought . . . -- Activity Is Not Progress -- Chapter 9 Make Your Day to Make Your Month -- General Eisenhower's Matrix -- The Planning Ritual -- Eat the Frog First -- The Power of Immersion -- Done Is Better than Perfect -- Remember to Think -- A Final Thought . . . -- Make Your Day to Make Your Month -- Chapter 10 Curing the Digital Disaster -- Dopamine and Continuous Partial Attention -- Gaining 80 Additional Minutes Each Day -- Check Messages Less Often -- Ruthlessly Unsubscribe -- Delete. Respond. Defer. -- Five Rules for Email Efficiency -- A Final Thought . . . -- Curing the Digital Disaster -- Chapter 11 Seven Steps to Running a Great Meeting -- 1. Require a Purpose -- 2. Choose Your Attendees Intentionally -- 3. Prepare a Background Memo in Advance -- 4. Choose a Moderator -- 5. Clarifying Questions -- 6. Move to Thoughts and Opinions -- 7. Summarize the Meeting -- A Final Thought . . . -- Seven Steps to Running a Great Meeting -- Chapter 12 Delegating -- Managing Managers -- Skills, Capacity, and Capability -- Using "SCS" -- SCS: Specific -- SCS: Co-Create -- SCS: Support -- Bring In IPF -- Yours, Mine, Ours -- A Final Thought . . . -- Delegating -- Part III Willingness to Seek and Take Advice -- Chapter 13 Five Questions
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Begin with Your Team -- Next, Your Customers and Clients -- Then Suppliers and Vendors -- Last, the Competition -- A Final Thought . . . -- Five Questions to Ask Employees, Customers, Suppliers, and Competitors -- Chapter 14 Finding and Using Mentors -- A Scorecard for Mentors and Advisors -- Objectivity -- Pattern Recognition -- Six Steps to Access Mentors -- Show Respect -- A Final Thought . . . -- Finding and Using Mentors -- Chapter 15 Executive Coaching -- What Is a Coach? -- Finding the Right Coach -- The Coaching Process -- Group or Peer Coaching -- A Final Thought . . . -- Executive Coaching -- Ten Questions to Ask a Prospective Coach -- Chapter 16 A Board of Advisors -- Selecting Board Members -- One-Quarter Rule -- Running the Meeting -- 1: State Your Objective -- 2: Ask for Clarifying Questions -- 3: Facilitate a Discussion -- 4: Close the Loop -- A Final Thought . . . -- A Board of Advisors -- Part IV Setting and Adhering to Priorities -- Chapter 17 Key Performance Indicators -- Finding the Right Altitude -- Material. Actionable. Measurable. -- Duplication. Simplicity. Frequency. Format. -- Duplication -- Simplicity -- Frequency -- Format -- A Final Thought . . . -- Key Performance Indicators -- Chapter 18 The Operating Plan -- Generating Opportunities -- Now, Cross Almost Everything Off the List -- Seek and Take Advice -- The Power of 10 -- A Final Thought . . . -- The Operating Plan -- Chapter 19 Alignment Through Compensation -- Variable Compensation -- Compensation, KPIs, and the Operating Plan -- SMART Goals -- Specific and Measurable -- Attainable and Relevant -- Time-Bound -- Qualitative Targets: The 90-Day Plan -- Pay Graciously -- Transition from Legacy Plans -- A Final Thought . . . -- Alignment Through Compensation -- Part V An Obsession with Quality -- Chapter 20 Quality Drives Profit -- Moments of Truth
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Quality Drives Sales -- Quality Drives Pricing -- Quality Reduces Cost -- A Final Thought . . . -- Quality Drives Profit -- Chapter 21 Walk Behind the Tractor -- The Lake Wobegon Effect -- Follow Them Home -- The Power of Verbatim -- Predictive and Diagnostic Measurements -- A Final Thought . . . -- Walk Behind the Tractor -- Chapter 22 A Vow to Wow -- Find a Corner of the Market -- Wowing Your Customers -- Service Recovery Paradox -- Quality as a Process (Three Ss) -- More About Simple -- A Final Thought . . . -- A Vow to Wow -- Implementing the Five Must-Have Skills from the Manager's Handbook -- Notes -- Index -- EULA.
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Dodson, David The Manager's Handbook Newark : John Wiley & Sons, Incorporated,c2023 ISBN 9781394174072
Sprache:
Englisch
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