Managing All-in-One For Dummies

Table of contents

1. 1. Introduction
      1. About This Book
      2. Foolish Assumptions
      3. Icons Used in This Book
      4. Beyond the Book
      5. Where to Go from Here
   2. Book I: Getting Started
      1. Chapter 1: Now You're a Manager
         1. Identifying the Different Styles of Management
            1. Tough guy (or gal) management
            2. Nice guy (or gal) management
            3. The right kind of management
         2. Meeting the Management Challenge
            1. Skipping quick fixes that don't stick
            2. Partnering with your employees
            3. Being open to new ideas and procedures
            4. Establishing two-way trust
         3. Mastering the New Functions of Management
            1. Energize
            2. Empower
            3. Support
            4. Communicate
         4. Taking the First Steps toward Becoming a Manager
            1. Look and listen
            2. Do and learn
      2. Chapter 2: Setting Goals as a Manager
         1. Knowing Where You're Going
         2. Identifying SMART Goals
         3. Setting Goals: Less Is More
         4. Communicating Your Vision and Goals to Your Team
         5. Juggling Priorities: Keeping Your Eye on the Ball
         6. Using Your Power for Good: Making Your Goals Reality
      3. Chapter 3: Embracing Corporate Social Responsibility
         1. Understanding Socially Responsible Practices
            1. Figuring out how you can employ CSR
            2. Enjoying net benefits of socially responsible practices
            3. Developing a CSR strategy for implementation
         2. Evaluating the Political Side of Your Workplace
            1. Assessing your organization's political environment
            2. Identifying key players
            3. Redrawing your organization chart
         3. Doing the Right Thing: Ethics and You
            1. Defining ethics on the job
            2. Creating a code of ethics
            3. Checking out a sample code of ethics
            4. Making ethical choices every day
      4. Chapter 4: Managing with Technology
         1. Weighing the Benefits and Drawbacks of Technology in the Workplace
            1. Making advances, thanks to automation
            2. Improving efficiency and productivity
            3. Taking steps to neutralize the negatives
         2. Using Technology to Your Advantage
            1. Know your business
            2. Create a technology-competitive advantage
            3. Develop a plan
            4. Get some help
         3. Getting the Most Out of Company Networks
   3. Book II: Embracing Leadership
      1. Chapter 1: Tapping into the Brain of a Leader
         1. Harnessing Multiple Intelligences
            1. The temporal intelligences
            2. The spatial intelligences
            3. The personal and social intelligences
         2. Assessing and Applying Your Emotional Intelligence
            1. Grasping the role of emotions
            2. Becoming self-aware
            3. Motivating yourself to move toward goals
            4. Recognizing emotions in others
            5. Modeling the emotion you want to see
            6. Dealing with out-of-control emotions
         3. Thinking Your Way to the Top: Decision Making
            1. Calling on your head and heart to make better decisions
            2. The frontal lobe: CEO of your brain
            3. Maxing your working memory
      2. Chapter 2: Training and Developing Leadership Brains
         1. Holding Sticky Training Sessions
            1. Determining where you are and where you want to go
            2. Organizing and presenting information
            3. Moving from concrete to abstract information
         2. Creating Memories That Stick
            1. Using movement to enhance learning
            2. Calling on pictures to tell the story
            3. Offering feedback
         3. Redesigning Brains: Helping Employees Train for Change
            1. Breaking habits, changing networks
            2. Reinforcing changes
            3. Dealing with minds that are difficult to change
         4. Conducting Meetings That Matter
            1. Creating continuity
            2. Sharing control
            3. Soliciting feedback
            4. Getting your message across
            5. Keeping the conversations going
      3. Chapter 3: Developing a Vision
         1. The Origins and Benefits of Visions
            1. Mapping where visions come from
            2. Establishing a standard of excellence
            3. Staying ahead of the game
            4. Linking the present to the future
         2. Developing a Doable Dream
            1. Eliminating the luck factor
            2. SWOTing your staff
         3. Creating More than an Idea
            1. Assembling a team
            2. Moving from an idea to a plan
            3. Staying realistic
         4. Using Vision to Harness Opportunities
            1. Spotting an opportunity
            2. Searching out an opportunity
            3. Creating an atmosphere in which ideas flourish
         5. Keeping Your Vision Dynamic
      4. Chapter 4: Building Your Leadership Skill Set
         1. Taking Stock As You Get Started
            1. Assessing your situation
            2. Doing a personal inventory
            3. Understanding your mission
            4. Getting to know your team
         2. Strengthening Your Leadership Muscles
            1. Using what you have
            2. Responding to situations flexibly
            3. Taking advantage of fortuitous circumstances
            4. Making sense of ambiguous or contradictory messages
            5. Ranking the importance of different elements
            6. Finding similarities in apparently different situations
            7. Drawing distinctions between seemingly similar situations
            8. Putting concepts together in new ways
            9. Coming up with novel ideas
            10. Communicating with skill
         3. Modeling Great Leadership Behaviors
            1. Drive
            2. A sense of urgency
            3. Honesty
            4. Good judgment
            5. Dependability
            6. Trust
            7. Encouraging a learning environment
         4. Grasping the Roles Leaders Play
            1. The truth seeker
            2. The direction setter
            3. The agent from C.H.A.N.G.E
            4. The spokesperson
            5. The coach or team builder
      5. Chapter 5: The Process of Leadership
         1. Discovering the Skills of a Leader
            1. Making leadership decisions
            2. Setting a direction
            3. Conducting mediation
            4. Facilitating
            5. Cheerleading
         2. Harnessing Your Strengths and Weaknesses
            1. Cooperating
            2. Listening
            3. Placing others above yourself
         3. Meeting Expectations from All Directions
            1. Mapping out your expectations
            2. Understanding your team's expectations
            3. Living up to your superiors’ expectations
   4. Book III: Mastering Key Management Duties
      1. Chapter 1: Hiring: The Million-Dollar Decision
         1. Starting with a Clear Job Description
         2. Defining the Characteristics of Desirable Candidates
         3. Finding Good People
            1. Going through traditional recruiting channels
            2. Leveraging the power of the Internet
         4. Becoming a Great Interviewer
            1. Asking the right questions
            2. Following interviewing do's
            3. Avoiding interviewing don'ts
            4. Five steps to better interviewing
         5. Evaluating Your Candidates
            1. Checking references
            2. Reviewing your notes
            3. Conducting a second (or third) round
         6. Hiring the Best (And Leaving the Rest)
            1. Being objective
            2. Trusting your gut
            3. Revisiting the candidate pool
      2. Chapter 2: Engaging Your Employees
         1. Understanding the Power of Employee Engagement
         2. Creating a Clear, Compelling Direction
            1. Assessing employees’ understanding of mission and purpose
            2. Modifying strategies to meet goals
         3. Opening Lines of Communication
            1. Employing direct, two-way communication
            2. Exploring communication techniques
            3. Communicating bad news and dealing with rumors
         4. Encouraging Involvement and Initiative
            1. Guiding employee focus
            2. Asking employees for their input and ideas
            3. Involving employees in decision making
         5. Increasing Employee Autonomy, Flexibility, and Support
            1. Giving employees a say in their own work
            2. Allowing flexible work schedules
            3. Making the most of technology for working remotely
            4. Providing managerial access and support
      3. Chapter 3: Managing Vir tual Employees
         1. Making Room for a New Kind of Employee
            1. Preparing to get virtual
            2. Understanding changes to the office culture
            3. Weighing pros and cons of telecommuting
         2. Managing from a Distance
            1. Increasing your interaction
            2. Providing long-distance recognition
            3. Using the Internet
         3. Managing Different Shifts
      4. Chapter 4: Conducting Meetings That Work
         1. Why You Should Toss the Old Meeting Model
         2. Developing Focused Agendas
            1. Starting with five essentials
            2. Other agenda parts to include as needed
            3. Formatting the agenda
         3. Facilitating a Productive Meeting: Tools and Outcomes
            1. Planning
            2. Summarizing
            3. Recording
            4. Focusing
            5. Stimulating participation
            6. Gatekeeping
            7. Dealing with a few familiar challenges
            8. Juggling act: Facilitating and participating at the same time
      5. Chapter 5: Delegating to Get Things Done
         1. Delegating: The Manager's Best Tool
         2. Seeing Past Myths about Delegation
            1. You can't trust your employees to be responsible
            2. You'll lose control of a task and its outcome
            3. You're the only one with all the answers
            4. You can do the work faster by yourself
            5. Delegation dilutes your authority
            6. You relinquish the credit for doing a good job
            7. Delegation decreases your flexibility
         3. Taking the Six Steps to Delegate
         4. Sorting Out What to Delegate and What to Do Yourself
            1. Pointing out appropriate tasks for delegation
            2. Knowing what tasks should stay with you
            3. Keeping delegation on track
         5. Checking Up Instead of Checking Out
         6. Excelling at Leadership Tasks (Even When You Delegate Them to Yourself)
            1. Leading as a follower
            2. Leading when your position is honorary
            3. Leading when you're not expected to succeed
   5. Book IV: Communicating with Employees
      1. Chapter 1: Encouraging Commitment through Coaching and Mentoring
         1. Getting the Lowdown on Business Coaching
            1. Managing as a coach versus as a doer
            2. Mentoring and developing staff
         2. Tuning In to Personal versus Positional Influence
            1. Managing by positional influence
            2. Managing by personal influence
            3. Seeking commitment versus compliance
            4. Maintaining your personal influence under pressure
         3. Managing as a Tone Setter
         4. Coaching Assertively, through Collaboration
            1. Engaging in two-way conversations
            2. Asserting yourself
            3. Holding the pickles, onions, and aggressiveness!
            4. Choosing not to be passive
            5. Testing your collaboration skills
         5. The Five Pillars for Building Commitment
         6. Analyzing an Instance of Poor Coaching
            1. Reviewing the manager's coaching efforts
            2. Studying the manager's efforts to affect his employee's level of commitment
            3. Ascertaining how to handle corrections for this project
      2. Chapter 2: Communicating Effectively
         1. Understanding the Four Approaches to Speaking
            1. The aggressive approach
            2. The nonassertive approach
            3. The passive-aggressive approach
            4. The assertive approach
         2. Recognizing the Impact of Listening
            1. Breaking down the listening process
            2. Eradicating patterns that crush listening
            3. Discovering the ways people listen
         3. Putting Active Listening Tools to Work
            1. Drawing out the speaker's message
            2. Verifying your understanding of the message
         4. What You Say and How You Say It
            1. Communicating with eye contact
            2. Making sure your body talk supports your message
            3. Putting oomph in your voice
            4. Managing your pace
         5. Navigating E-mail Communication
            1. Knowing when to use e-mail
            2. Recognizing when not to use e-mail
            3. Staying on the right track when writing e-mail
      3. Chapter 3: Having Critical Conversations
         1. Knowing When It's Time to Have a Critical Conversation
         2. Avoiding Pitfalls through Preparation
            1. Heading off stress through preparation
            2. Being mentally prepared
            3. Starting with rapport and trust
         3. Keeping Challenging Situations Productive
            1. Righting a wrong
            2. Making tough discussions encouraging
            3. Dealing with resistance
            4. Gaining focus when conversations go off track
         4. Closing the Conversation with Ease
            1. Creating powerful action plans
            2. Following through for success
      4. Chapter 4: Conducting Performance Appraisals
         1. Gathering and Analyzing a Year's Worth of Information
            1. Doing your homework
            2. Completing the evaluation form
            3. Determining an overall rating
         2. Managing Your Misperceptions
            1. Overpowering bias and stereotypes
            2. Rethinking “just like me”
            3. Recognizing the halo effect
            4. Dismissing the horns effect
            5. Getting beyond first impressions
         3. Setting the Stage for the Appraisal
            1. Identifying your objectives
            2. Preparing an agenda
            3. Scripting your delicate comments
            4. Bringing the data
            5. Setting positive expectations
         4. Holding the Meeting
            1. Opening the discussion
            2. Leading the discussion
            3. Providing negative feedback
            4. Actively listening
            5. Wrapping up the discussion
         5. Setting Goals
            1. Looking forward instead of backward
            2. Opting for goals over dreams
            3. Motivating employees to meet their goals
            4. Challenging your employees enough but not too much
            5. Creating performance goals
            6. Establishing developmental goals
         6. Managing after the Evaluation
            1. Wandering around
            2. Coaching employees toward their goals
      5. Chapter 5: Resolving Conflict
         1. Developing a Plan to Resolve Conflict
            1. Preparing the parties for a conversation
            2. Setting up the meeting
         2. Facilitating a Mediation Meeting
            1. Reviewing the ground rules
            2. Giving the participants a chance to present their perspectives
            3. Summarizing what you hear
            4. Creating an agenda
         3. Negotiating Possible Solutions
            1. Encouraging communication
            2. Focusing on values rather than issues
            3. Fostering brainstorming
            4. Asking great questions
            5. Working through resistance
         4. Developing Solutions and Agreements
            1. Recognizing the nonnegotiable elements of a good settlement
            2. Troubleshooting problem areas
            3. Writing it down
         5. Concluding the Meeting with Optimism
            1. Settlement
            2. Interim agreements
            3. No settlement
   6. Book V: Managing Teams
      1. Chapter 1: Putting Together a Strong Business Team
         1. Giving “Team” a Business Meaning
         2. Telling the Difference between Work Groups and Teams
            1. Dependent-level work groups
            2. Independent-level work groups
            3. Interdependent-level work groups
         3. How Teams Help Managers to Manage
         4. Introducing the Most Common Types of Teams
         5. Looking Before You Leap: Factors to Consider in Adopting Teams
            1. Factors to consider at the organizational level
            2. Factors to consider at the manager level
            3. Factors to consider at the team member level
         6. The Terrible Twenty: Why Teams Sometimes Struggle
         7. Spotting — and Soothing — Resistance
            1. Cultural orientation — the rugged individualist
            2. Limited or poor experience with teams
            3. Success as a solo
            4. Fear of change
         8. Winning Them Over
         9. Introducing the Three Cornerstones: Focus, Cohesiveness, and Accountability
            1. Focus
            2. Cohesiveness
            3. Accountability
         10. Training Your Team in Six Critical Skills
      2. Chapter 2: Strategies for Building Effective Teams
         1. Laying a Solid Foundation
            1. Writing a team-purpose statement
            2. Creating team guidelines
         2. Setting Goals, Not Activities
         3. Making Plans and Assigning Roles
         4. Establishing Team Vision and Values
            1. Writing a team vision statement
            2. Defining core values
         5. Developing Standards and Measurements
            1. Setting team performance standards
            2. Developing standard operating procedures
            3. Deciding what to measure and how to measure it
         6. Building Connections, Creating Cohesiveness
            1. Sharing responsibilities
            2. Putting team guidelines into action
            3. Training and learning together
            4. Working the process so you can process the work
         7. Fostering Accountability
            1. Conducting status review meetings
            2. Reporting results outward and upward
            3. Evaluating team performance
            4. Using peer feedback
         8. Reinforcing Good Performance
      3. Chapter 3: Developing Tools for Productive Team Players
         1. Making Active Listening a Part of Your Team Process
            1. Opening the door to a good conversation
            2. Drawing out a speaker with probing questions
            3. Reflecting a speaker's feelings
            4. Paraphrasing to capture the content
            5. Combining reflection with paraphrasing
            6. Dodging pitfalls
            7. Speaking So That People Listen — and Get Your Point
            8. Changing old speaking habits
            9. Adopting an assertive speaking approach
            10. Using nonverbal tools of assertive speaking
            11. Speaking in the positive
         2. Planning for Success — and Working Your Plan
            1. Understanding what you need to plan
            2. Making plans, step by step
            3. Living the plan
         3. Solving Problems (Rather than Making Them Worse)
            1. Avoiding the pitfalls
            2. Revving up your problem-solving machine
         4. Brainstorming — Developing Ideas and Getting to Solutions
            1. Making space for ideas
            2. Guiding discussions
            3. Voting for winners
      4. Chapter 4: Working Productively with Teams
         1. Making Decisions as a Team
            1. The five ways that decisions are made
            2. Reaching a true consensus
            3. Selecting the right decision-making tool
         2. Resolving Conflicts on the Team
            1. Using five steps to resolve conflict
            2. Coaching a team to settle conflicts on its own
            3. Serving as the third-party facilitator
         3. Giving Your Meetings New Life
            1. Noting the three stages of a meeting
            2. Taking a minute for the minutes
            3. Performing meeting roles
            4. Holding team meetings for meaningful purposes
            5. Creating agendas
            6. Getting maximum participation
      5. Chapter 5: Managing Advanced Team Matters
         1. Managing without Supervisors: Self-Directed Teams
            1. Defining and dissecting a self-directed team
            2. Making the transition to self-directed teams
            3. Building teams to self-manage and grow
         2. Managing Project Teams and Task Teams to Success
            1. Beginning with the essentials for effective project management
            2. Starting a task team on the same page
            3. Keeping a team on the productive track
         3. Incentives and Other Rewards for Teams
            1. Investing in team incentive pay
            2. Rewarding individual team members: Skill-based pay
            3. Showing you love them in other ways
   7. Book VI: Managing Business Change
      1. Chapter 1: Laying a Foundation for Change
         1. Understanding the Cycle of Change
            1. Moving out of the current state: Using SWOT to recognize need to change
            2. Defining the desired state: Deciding where you’re headed.
            3. Checking out the change formula
         2. Spotting Change Indicators
         3. Assessing Your Organizational Change Readiness
            1. Mapping your stakeholders
            2. Assessing stakeholder readiness
         4. Deciding What Type of Change You Need
         5. Implementing a Tried-and-True Change Model
         6. Recognizing the Call for Leadership
            1. Distinguishing managing and leading
            2. Leading by example
         7. Role Playing: Assuming Different Roles during Change
            1. Sponsoring success
            2. Being a change agent
            3. Serving as an advocate
         8. Facilitating Change across Leadership Structures
            1. Glimpsing two common leadership structures
            2. Working with — and adapting — the established leadership structure
      2. Chapter 2: Putting Your Plan for Change into Motion
         1. Assembling Your Change Toolbox
            1. Building an inspiring vision
            2. Creating a change road map
            3. Putting together your change team
         2. Creating a Winning Project Plan: What's Going to Happen
            1. Checking your readiness to launch
            2. Planning to succeed
            3. Looking at the elements of a project plan
            4. The GRPI Model: Getting a grip on how change will happen
            5. Staying focused on what matters most
            6. Leading unexpected change
         3. Assessing and Managing Risk
            1. Knowing your risks
            2. How big? How likely? Analyzing your risks’ probability and consequences
            3. Limiting your risks
         4. Measuring and Evaluating
            1. Developing benchmarks
            2. Establishing milestones
            3. Keeping an eye on progress
         5. Communicating the Change
            1. Answering the three big change questions
            2. Developing an ideal communication style during change
            3. Communicating across differences
      3. Chapter 3: Making Change Stick
         1. Getting Employees on Board and Keeping Them Motivated
            1. Building trust
            2. Overcoming the negative impact of past change efforts
            3. Dealing with cynicism toward future change
            4. Empowering employees to change
         2. Dealing with the Challenges of Change
            1. Addressing common people problems
            2. Becoming a change facilitator
            3. Working through disruption problems
            4. Managing stress levels
         3. Assessing Your Progress and Acting Accordingly
            1. Using the transition model checklist
            2. Celebrating milestones
            3. Maintaining mid-change interest
            4. Bouncing back from failure
         4. Building the Structures to Make Change Last
            1. Creating useful performance measures
            2. Aligning resources to the new way
            3. Leading the after-change review
      4. Chapter 4: Applying Change Strategies in Specialized Circumstances
         1. Aligning Technology Change with Results
            1. Matching technology with people, processes, and strategy
            2. Joining the online e-business revolution
            3. Effectively using social media and the next “it” thing
         2. Leveraging Restructuring Changes
            1. Developing your restructuring plan
            2. Identifying the necessary process changes and their impacts
            3. Structuring performance metrics
         3. Organizing Change during Mergers and Acquisitions
            1. Taking change to a new level: Combining companies
            2. Following the M&A process
            3. Supporting employees during the M&A process
            4. Handling staffing considerations during a merger or acquisition
            5. Proceeding successfully after the deal is done
         4. Managing Cultural Change
            1. Defining the current culture
            2. Creating successful cultural change
            3. Working with the new culture
      5. Chapter 5: When Everything Changes: Working with Complex Change
         1. Getting a Handle on Chaos: When Everything Is Changing at Once
         2. Creating a Snowball Effect with Small Wins
         3. Structuring and Organizing Complex Change
            1. Using project management to establish structure
            2. Organizing manageable but complex change
            3. Example of managing complexity: A call center and its merger
            4. Developing organizational knowledge during complex change
         4. Keeping Interest High
            1. Solving problems, not generating them
            2. Breaking out of the annual cycle
            3. Climbing out of chaos: Using a belay system
         5. Embedding Complex Change within the Culture
            1. Controlling what you can
            2. Planning for what you can't control
            3. Resolving conflict productively: The four As
   8. About the Authors
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