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The Resource The Effective Manager, (electronic book)

The Effective Manager, (electronic book)

Label
The Effective Manager
Title
The Effective Manager
Creator
Author
Language
eng
Member of
Cataloging source
AU-PeEL
http://library.link/vocab/creatorName
Horstman, Mark
Nature of contents
dictionaries
Label
The Effective Manager, (electronic book)
Instantiates
Publication
Contents
  • The Effective Manager -- Contents -- Introduction: Who This Book Is for, What It's about, and Why -- About Manager Tools -- A Note about Data -- 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
  • What Are the First Names of All of the Children of the People Who Report Directly to You? -- Trust -- 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 -- Scheduled -- 1. M̀̀y Boss is Saying I'm Important. ́́-- 2. Ì̀ Have Time to Prepare. ́́-- Weekly -- Biweekly -- Monthly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones
  • 5: Common Questions and Resistance to One On Ones -- The Most Common Forms of One-On-One Pushback -- It's Micromanaging -- I Don't Have Time -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- D̀̀ocumentatioń ́-- Can I Do One On Ones over the Phone? -- Do Phone O3s When You Can't Do Face-to-face O3s -- Webcams Are Even Better -- The Basics Still Apply -- It Works Better If We Call Them -- More Document Sharing Is Necessary -- Interruptions Are More Frequent Without Focus -- Can I Be Friends with My Directs? -- You Cannot Be Friends with Your Directs
  • Your Directs Don't Think of You as a Friend (First) -- You Can Be Friendly with Your Directs -- You Cannot Show Favoritism with Your Friendships -- You Can Drink with Your Directs -- You Cannot Do or Say Stupid or Drunk Things with Your Directs -- You Can F̀̀riend ́́Your Directs on Facebook, but You Don't Have To -- Can I Do One On Ones as a Project Manager? -- The Key Difference Is a 15-15 Agenda versus a 10-10-10 Agenda -- Follow the Basic Principles -- Focus on the Team Member -- Scheduled, Weekly -- 30 Minutes Long -- Your Cubicle or a Phone PMO3 Is Fine
  • PMO3s Only Occur during the Life of the Project -- You May Get More Pushback -- 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 -- Answer Questions -- 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 -- Step 1: Ask -- Step 2: State the Behavior
  • Step 3: State the Impact of the Behavior
Control code
purchPURCH EBC4560556
Dimensions
unknown
Extent
1 online resource (211 p.)
Form of item
electronic
Governing access note
There is no limit to the number of simultaneous users but there is a limit of 325 uses (cumulative between all users) in each 12 month period, from the date of purchase. Library staff are alerted when the remaining number of uses is low and will decide whether to buy another copy.Printing is restricted to 20% of the total pages of the ebook, per patron. Copying and pasting is restricted to 5% of the total pages of the ebook, per person. However, printing and copy and paste permissions in excess of this may be granted by some publishers
Isbn
9781119286110
Specific material designation
remote
Label
The Effective Manager, (electronic book)
Publication
Contents
  • The Effective Manager -- Contents -- Introduction: Who This Book Is for, What It's about, and Why -- About Manager Tools -- A Note about Data -- 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
  • What Are the First Names of All of the Children of the People Who Report Directly to You? -- Trust -- 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 -- Scheduled -- 1. M̀̀y Boss is Saying I'm Important. ́́-- 2. Ì̀ Have Time to Prepare. ́́-- Weekly -- Biweekly -- Monthly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones
  • 5: Common Questions and Resistance to One On Ones -- The Most Common Forms of One-On-One Pushback -- It's Micromanaging -- I Don't Have Time -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- D̀̀ocumentatioń ́-- Can I Do One On Ones over the Phone? -- Do Phone O3s When You Can't Do Face-to-face O3s -- Webcams Are Even Better -- The Basics Still Apply -- It Works Better If We Call Them -- More Document Sharing Is Necessary -- Interruptions Are More Frequent Without Focus -- Can I Be Friends with My Directs? -- You Cannot Be Friends with Your Directs
  • Your Directs Don't Think of You as a Friend (First) -- You Can Be Friendly with Your Directs -- You Cannot Show Favoritism with Your Friendships -- You Can Drink with Your Directs -- You Cannot Do or Say Stupid or Drunk Things with Your Directs -- You Can F̀̀riend ́́Your Directs on Facebook, but You Don't Have To -- Can I Do One On Ones as a Project Manager? -- The Key Difference Is a 15-15 Agenda versus a 10-10-10 Agenda -- Follow the Basic Principles -- Focus on the Team Member -- Scheduled, Weekly -- 30 Minutes Long -- Your Cubicle or a Phone PMO3 Is Fine
  • PMO3s Only Occur during the Life of the Project -- You May Get More Pushback -- 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 -- Answer Questions -- 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 -- Step 1: Ask -- Step 2: State the Behavior
  • Step 3: State the Impact of the Behavior
Control code
purchPURCH EBC4560556
Dimensions
unknown
Extent
1 online resource (211 p.)
Form of item
electronic
Governing access note
There is no limit to the number of simultaneous users but there is a limit of 325 uses (cumulative between all users) in each 12 month period, from the date of purchase. Library staff are alerted when the remaining number of uses is low and will decide whether to buy another copy.Printing is restricted to 20% of the total pages of the ebook, per patron. Copying and pasting is restricted to 5% of the total pages of the ebook, per person. However, printing and copy and paste permissions in excess of this may be granted by some publishers
Isbn
9781119286110
Specific material designation
remote

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