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Managing All-in-One For Dummies

Name: Managing All-in-One For Dummies
Author: Consumer Dummies
ISBN: 9781118784082

by Consumer Dummies

January 2014

Beginner

696 pages

18h 52m

English

For Dummies

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Introduction
About This BookFoolish AssumptionsIcons Used in This BookBeyond the BookWhere to Go from Here
Book I: Getting Started
Chapter 1: Now You're a Manager
Identifying the Different Styles of ManagementTough guy (or gal) managementNice guy (or gal) managementThe right kind of managementMeeting the Management ChallengeSkipping quick fixes that don't stickPartnering with your employeesBeing open to new ideas and proceduresEstablishing two-way trustMastering the New Functions of ManagementEnergizeEmpowerSupportCommunicateTaking the First Steps toward Becoming a ManagerLook and listenDo and learn
Chapter 2: Setting Goals as a Manager
Knowing Where You're GoingIdentifying SMART GoalsSetting Goals: Less Is MoreCommunicating Your Vision and Goals to Your TeamJuggling Priorities: Keeping Your Eye on the BallUsing Your Power for Good: Making Your Goals Reality
Chapter 3: Embracing Corporate Social Responsibility
Understanding Socially Responsible PracticesFiguring out how you can employ CSREnjoying net benefits of socially responsible practicesDeveloping a CSR strategy for implementationEvaluating the Political Side of Your WorkplaceAssessing your organization's political environmentIdentifying key playersRedrawing your organization chartDoing the Right Thing: Ethics and YouDefining ethics on the jobCreating a code of ethicsChecking out a sample code of ethicsMaking ethical choices every day
Chapter 4: Managing with Technology
Weighing the Benefits and Drawbacks of Technology in the WorkplaceMaking advances, thanks to automationImproving efficiency and productivityTaking steps to neutralize the negativesUsing Technology to Your AdvantageKnow your businessCreate a technology-competitive advantageDevelop a planGet some helpGetting the Most Out of Company Networks
Book II: Embracing Leadership
Chapter 1: Tapping into the Brain of a Leader
Harnessing Multiple IntelligencesThe temporal intelligencesThe spatial intelligencesThe personal and social intelligencesAssessing and Applying Your Emotional IntelligenceGrasping the role of emotionsBecoming self-awareMotivating yourself to move toward goalsRecognizing emotions in othersModeling the emotion you want to seeDealing with out-of-control emotionsThinking Your Way to the Top: Decision MakingCalling on your head and heart to make better decisionsThe frontal lobe: CEO of your brainMaxing your working memory
Chapter 2: Training and Developing Leadership Brains
Holding Sticky Training SessionsDetermining where you are and where you want to goOrganizing and presenting informationMoving from concrete to abstract informationCreating Memories That StickUsing movement to enhance learningCalling on pictures to tell the storyOffering feedbackRedesigning Brains: Helping Employees Train for ChangeBreaking habits, changing networksReinforcing changesDealing with minds that are difficult to changeConducting Meetings That MatterCreating continuitySharing controlSoliciting feedbackGetting your message acrossKeeping the conversations going
Chapter 3: Developing a Vision
The Origins and Benefits of VisionsMapping where visions come fromEstablishing a standard of excellenceStaying ahead of the gameLinking the present to the futureDeveloping a Doable DreamEliminating the luck factorSWOTing your staffCreating More than an IdeaAssembling a teamMoving from an idea to a planStaying realisticUsing Vision to Harness OpportunitiesSpotting an opportunitySearching out an opportunityCreating an atmosphere in which ideas flourishKeeping Your Vision Dynamic

Chapter 4: Building Your Leadership Skill Set
Taking Stock As You Get StartedAssessing your situationDoing a personal inventoryUnderstanding your missionGetting to know your teamStrengthening Your Leadership MusclesUsing what you haveResponding to situations flexiblyTaking advantage of fortuitous circumstancesMaking sense of ambiguous or contradictory messagesRanking the importance of different elementsFinding similarities in apparently different situationsDrawing distinctions between seemingly similar situationsPutting concepts together in new waysComing up with novel ideasCommunicating with skillModeling Great Leadership BehaviorsDriveA sense of urgencyHonestyGood judgmentDependabilityTrustEncouraging a learning environmentGrasping the Roles Leaders PlayThe truth seekerThe direction setterThe agent from C.H.A.N.G.EThe spokespersonThe coach or team builder
Chapter 5: The Process of Leadership
Discovering the Skills of a LeaderMaking leadership decisionsSetting a directionConducting mediationFacilitatingCheerleadingHarnessing Your Strengths and WeaknessesCooperatingListeningPlacing others above yourselfMeeting Expectations from All DirectionsMapping out your expectationsUnderstanding your team's expectationsLiving up to your superiors’ expectations
Book III: Mastering Key Management Duties
Chapter 1: Hiring: The Million-Dollar Decision
Starting with a Clear Job DescriptionDefining the Characteristics of Desirable CandidatesFinding Good PeopleGoing through traditional recruiting channelsLeveraging the power of the InternetBecoming a Great InterviewerAsking the right questionsFollowing interviewing do'sAvoiding interviewing don'tsFive steps to better interviewingEvaluating Your CandidatesChecking referencesReviewing your notesConducting a second (or third) roundHiring the Best (And Leaving the Rest)Being objectiveTrusting your gutRevisiting the candidate pool
Chapter 2: Engaging Your Employees
Understanding the Power of Employee EngagementCreating a Clear, Compelling DirectionAssessing employees’ understanding of mission and purposeModifying strategies to meet goalsOpening Lines of CommunicationEmploying direct, two-way communicationExploring communication techniquesCommunicating bad news and dealing with rumorsEncouraging Involvement and InitiativeGuiding employee focusAsking employees for their input and ideasInvolving employees in decision makingIncreasing Employee Autonomy, Flexibility, and SupportGiving employees a say in their own workAllowing flexible work schedulesMaking the most of technology for working remotelyProviding managerial access and support
Chapter 3: Managing Vir tual Employees
Making Room for a New Kind of EmployeePreparing to get virtualUnderstanding changes to the office cultureWeighing pros and cons of telecommutingManaging from a DistanceIncreasing your interactionProviding long-distance recognitionUsing the InternetManaging Different Shifts
Chapter 4: Conducting Meetings That Work
Why You Should Toss the Old Meeting ModelDeveloping Focused AgendasStarting with five essentialsOther agenda parts to include as neededFormatting the agendaFacilitating a Productive Meeting: Tools and OutcomesPlanningSummarizingRecordingFocusingStimulating participationGatekeepingDealing with a few familiar challengesJuggling act: Facilitating and participating at the same time
Chapter 5: Delegating to Get Things Done
Delegating: The Manager's Best ToolSeeing Past Myths about DelegationYou can't trust your employees to be responsibleYou'll lose control of a task and its outcomeYou're the only one with all the answersYou can do the work faster by yourselfDelegation dilutes your authorityYou relinquish the credit for doing a good jobDelegation decreases your flexibilityTaking the Six Steps to DelegateSorting Out What to Delegate and What to Do YourselfPointing out appropriate tasks for delegationKnowing what tasks should stay with youKeeping delegation on trackChecking Up Instead of Checking OutExcelling at Leadership Tasks (Even When You Delegate Them to Yourself)Leading as a followerLeading when your position is honoraryLeading when you're not expected to succeed
Book IV: Communicating with Employees
Chapter 1: Encouraging Commitment through Coaching and Mentoring
Getting the Lowdown on Business CoachingManaging as a coach versus as a doerMentoring and developing staffTuning In to Personal versus Positional InfluenceManaging by positional influenceManaging by personal influenceSeeking commitment versus complianceMaintaining your personal influence under pressureManaging as a Tone SetterCoaching Assertively, through CollaborationEngaging in two-way conversationsAsserting yourselfHolding the pickles, onions, and aggressiveness!Choosing not to be passiveTesting your collaboration skillsThe Five Pillars for Building CommitmentAnalyzing an Instance of Poor CoachingReviewing the manager's coaching effortsStudying the manager's efforts to affect his employee's level of commitmentAscertaining how to handle corrections for this project
Chapter 2: Communicating Effectively
Understanding the Four Approaches to SpeakingThe aggressive approachThe nonassertive approachThe passive-aggressive approachThe assertive approachRecognizing the Impact of ListeningBreaking down the listening processEradicating patterns that crush listeningDiscovering the ways people listenPutting Active Listening Tools to WorkDrawing out the speaker's messageVerifying your understanding of the messageWhat You Say and How You Say ItCommunicating with eye contactMaking sure your body talk supports your messagePutting oomph in your voiceManaging your paceNavigating E-mail CommunicationKnowing when to use e-mailRecognizing when not to use e-mailStaying on the right track when writing e-mail
Chapter 3: Having Critical Conversations
Knowing When It's Time to Have a Critical ConversationAvoiding Pitfalls through PreparationHeading off stress through preparationBeing mentally preparedStarting with rapport and trustKeeping Challenging Situations ProductiveRighting a wrongMaking tough discussions encouragingDealing with resistanceGaining focus when conversations go off trackClosing the Conversation with EaseCreating powerful action plansFollowing through for success
Chapter 4: Conducting Performance Appraisals
Gathering and Analyzing a Year's Worth of InformationDoing your homeworkCompleting the evaluation formDetermining an overall ratingManaging Your MisperceptionsOverpowering bias and stereotypesRethinking “just like me”Recognizing the halo effectDismissing the horns effectGetting beyond first impressionsSetting the Stage for the AppraisalIdentifying your objectivesPreparing an agendaScripting your delicate commentsBringing the dataSetting positive expectationsHolding the MeetingOpening the discussionLeading the discussionProviding negative feedbackActively listeningWrapping up the discussionSetting GoalsLooking forward instead of backwardOpting for goals over dreamsMotivating employees to meet their goalsChallenging your employees enough but not too muchCreating performance goalsEstablishing developmental goalsManaging after the EvaluationWandering aroundCoaching employees toward their goals
Chapter 5: Resolving Conflict
Developing a Plan to Resolve ConflictPreparing the parties for a conversationSetting up the meetingFacilitating a Mediation MeetingReviewing the ground rulesGiving the participants a chance to present their perspectivesSummarizing what you hearCreating an agendaNegotiating Possible SolutionsEncouraging communicationFocusing on values rather than issuesFostering brainstormingAsking great questionsWorking through resistanceDeveloping Solutions and AgreementsRecognizing the nonnegotiable elements of a good settlementTroubleshooting problem areasWriting it downConcluding the Meeting with OptimismSettlementInterim agreementsNo settlement
Book V: Managing Teams
Chapter 1: Putting Together a Strong Business Team
Giving “Team” a Business MeaningTelling the Difference between Work Groups and TeamsDependent-level work groupsIndependent-level work groupsInterdependent-level work groupsHow Teams Help Managers to ManageIntroducing the Most Common Types of TeamsLooking Before You Leap: Factors to Consider in Adopting TeamsFactors to consider at the organizational levelFactors to consider at the manager levelFactors to consider at the team member levelThe Terrible Twenty: Why Teams Sometimes StruggleSpotting — and Soothing — ResistanceCultural orientation — the rugged individualistLimited or poor experience with teamsSuccess as a soloFear of changeWinning Them OverIntroducing the Three Cornerstones: Focus, Cohesiveness, and AccountabilityFocusCohesivenessAccountabilityTraining Your Team in Six Critical Skills
Chapter 2: Strategies for Building Effective Teams
Laying a Solid FoundationWriting a team-purpose statementCreating team guidelinesSetting Goals, Not ActivitiesMaking Plans and Assigning RolesEstablishing Team Vision and ValuesWriting a team vision statementDefining core valuesDeveloping Standards and MeasurementsSetting team performance standardsDeveloping standard operating proceduresDeciding what to measure and how to measure itBuilding Connections, Creating CohesivenessSharing responsibilitiesPutting team guidelines into actionTraining and learning togetherWorking the process so you can process the workFostering AccountabilityConducting status review meetingsReporting results outward and upwardEvaluating team performanceUsing peer feedbackReinforcing Good Performance
Chapter 3: Developing Tools for Productive Team Players
Making Active Listening a Part of Your Team ProcessOpening the door to a good conversationDrawing out a speaker with probing questionsReflecting a speaker's feelingsParaphrasing to capture the contentCombining reflection with paraphrasingDodging pitfallsSpeaking So That People Listen — and Get Your PointChanging old speaking habitsAdopting an assertive speaking approachUsing nonverbal tools of assertive speakingSpeaking in the positivePlanning for Success — and Working Your PlanUnderstanding what you need to planMaking plans, step by stepLiving the planSolving Problems (Rather than Making Them Worse)Avoiding the pitfallsRevving up your problem-solving machineBrainstorming — Developing Ideas and Getting to SolutionsMaking space for ideasGuiding discussionsVoting for winners
Chapter 4: Working Productively with Teams
Making Decisions as a TeamThe five ways that decisions are madeReaching a true consensusSelecting the right decision-making toolResolving Conflicts on the TeamUsing five steps to resolve conflictCoaching a team to settle conflicts on its ownServing as the third-party facilitatorGiving Your Meetings New LifeNoting the three stages of a meetingTaking a minute for the minutesPerforming meeting rolesHolding team meetings for meaningful purposesCreating agendasGetting maximum participation
Chapter 5: Managing Advanced Team Matters
Managing without Supervisors: Self-Directed TeamsDefining and dissecting a self-directed teamMaking the transition to self-directed teamsBuilding teams to self-manage and growManaging Project Teams and Task Teams to SuccessBeginning with the essentials for effective project managementStarting a task team on the same pageKeeping a team on the productive trackIncentives and Other Rewards for TeamsInvesting in team incentive payRewarding individual team members: Skill-based payShowing you love them in other ways
Book VI: Managing Business Change
Chapter 1: Laying a Foundation for Change
Understanding the Cycle of ChangeMoving out of the current state: Using SWOT to recognize need to changeDefining the desired state: Deciding where you’re headed.Checking out the change formulaSpotting Change IndicatorsAssessing Your Organizational Change ReadinessMapping your stakeholdersAssessing stakeholder readinessDeciding What Type of Change You NeedImplementing a Tried-and-True Change ModelRecognizing the Call for LeadershipDistinguishing managing and leadingLeading by exampleRole Playing: Assuming Different Roles during ChangeSponsoring successBeing a change agentServing as an advocateFacilitating Change across Leadership StructuresGlimpsing two common leadership structuresWorking with — and adapting — the established leadership structure
Chapter 2: Putting Your Plan for Change into Motion
Assembling Your Change ToolboxBuilding an inspiring visionCreating a change road mapPutting together your change teamCreating a Winning Project Plan: What's Going to HappenChecking your readiness to launchPlanning to succeedLooking at the elements of a project planThe GRPI Model: Getting a grip on how change will happenStaying focused on what matters mostLeading unexpected changeAssessing and Managing RiskKnowing your risksHow big? How likely? Analyzing your risks’ probability and consequencesLimiting your risksMeasuring and EvaluatingDeveloping benchmarksEstablishing milestonesKeeping an eye on progressCommunicating the ChangeAnswering the three big change questionsDeveloping an ideal communication style during changeCommunicating across differences
Chapter 3: Making Change Stick
Getting Employees on Board and Keeping Them MotivatedBuilding trustOvercoming the negative impact of past change effortsDealing with cynicism toward future changeEmpowering employees to changeDealing with the Challenges of ChangeAddressing common people problemsBecoming a change facilitatorWorking through disruption problemsManaging stress levelsAssessing Your Progress and Acting AccordinglyUsing the transition model checklistCelebrating milestonesMaintaining mid-change interestBouncing back from failureBuilding the Structures to Make Change LastCreating useful performance measuresAligning resources to the new wayLeading the after-change review
Chapter 4: Applying Change Strategies in Specialized Circumstances
Aligning Technology Change with ResultsMatching technology with people, processes, and strategyJoining the online e-business revolutionEffectively using social media and the next “it” thingLeveraging Restructuring ChangesDeveloping your restructuring planIdentifying the necessary process changes and their impactsStructuring performance metricsOrganizing Change during Mergers and AcquisitionsTaking change to a new level: Combining companiesFollowing the M&A processSupporting employees during the M&A processHandling staffing considerations during a merger or acquisitionProceeding successfully after the deal is doneManaging Cultural ChangeDefining the current cultureCreating successful cultural changeWorking with the new culture
Chapter 5: When Everything Changes: Working with Complex Change
Getting a Handle on Chaos: When Everything Is Changing at OnceCreating a Snowball Effect with Small WinsStructuring and Organizing Complex ChangeUsing project management to establish structureOrganizing manageable but complex changeExample of managing complexity: A call center and its mergerDeveloping organizational knowledge during complex changeKeeping Interest HighSolving problems, not generating themBreaking out of the annual cycleClimbing out of chaos: Using a belay systemEmbedding Complex Change within the CultureControlling what you canPlanning for what you can't controlResolving conflict productively: The four As
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Content preview from Managing All-in-One For Dummies

Chapter 5

Delegating to Get Things Done

In This Chapter

Managing through delegation

Debunking the myths about delegation

Putting delegation to work

Choosing which tasks to delegate

Keeping tabs on your employees

Making things happen when you aren't in charge

The power of effective management comes not from your efforts alone (sorry to burst your bubble) but from the sum of all the efforts of each person within your work group. If you're responsible for only a few employees, with extraordinary effort you perhaps can do the work of your entire group if you so desire (and if you want to be a complete stranger to your friends and family).

However, when you're responsible for a larger organization, you simply can't be an effective manager by trying to do all of your group's work. In the best case, the group may view you as a micromanager who gets too involved in the petty details of running ...

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Managing All-in-One For Dummies

by Consumer Dummies

Delegating to Get Things Done

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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