book

Skills for New Managers, 2nd Edition

by Morey Stettner

November 2013

Beginner

192 pages

5h 24m

English

McGraw-Hill

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Who’s Your Model?Rating Your LeadershipDrafting Your Own “Management Credo”Paying the Price of Success“Use” Your Employees—Without Making Them Feel UsedTesting Your AssumptionsNew Manager’s Checklist for Chapter 1
Myth 1: You Must Call All the ShotsMyth 2: You Can’t Trust AnyoneMyth 3: You Must Remain Objective at All TimesMyth 4: You Must Defend Your StaffMyth 5: You Cannot Back DownMyth 6: You’re the Best TeacherNew Manager’s Checklist for Chapter 2
Consistency CountsLove at First Sight?Score a Quick WinUnclog “Input Channels”Are You Ready for Anything?New Manager’s Checklist for Chapter 3
Tapping the Power of SilenceWhat’s to Learn?The Three Steps of ListeningFighting Off the Defensive ReflexHow’s Your Body Language?New Manager’s Checklist for Chapter 4
A Voice That RoarsPackaging Your PointsPruning the DeadwoodAsking the Right QuestionsMake Your Words Sink InNew Manager’s Checklist for Chapter 5

Press the Right ButtonsMoving Beyond MoneyKnowledge: The Ultimate MotivatorMotivating the “Unmotivatable”New Manager’s Checklist for Chapter 6
Focus on Performance, Not PersonalityExpress Criticism as a QuestionConnect Past to FutureAvoid Criticism That Bites BackNew Manager’s Checklist for Chapter 7
What’s at Stake?Disciplining the Uncooperative PestHow to Play RefereeWhen to “Write Up” an EmployeeGetting PersonalDiscipline That SticksNew Manager’s Checklist for Chapter 8
Are You Running on Time?Maximizing Each HourInvest in the FutureBanishing Time WastersShowcasing Your Organizational SkillsMaking Meetings WorkNew Manager’s Checklist for Chapter 9
Loosening Your GripGiving Good DirectionsChoosing with CareManaging a BreakdownBottom-Up DelegationNew Manager’s Checklist for Chapter 10
Upward Communication TrapsCaught in the MiddlePick the Right PersonalityThe Magic of “Underpromise/Overdeliver”Giving Progress ReportsNew Manager’s Checklist for Chapter 11
Maximize Social MediaEnliven Your PresenceMake the First Minute CountTracking Your ProgressWho Knows About You?Fighting Off FearsMingling with OutsidersNew Manager’s Checklist for Chapter 12
Manage Your MessageGive Everyone Equal AttentionConfront Conflict Head-OnThe Truth About BrainstormingKnow What You Don’t KnowNew Manager’s Checklist for Chapter 13
Managing Contract WorkersSupervising People You Can’t SeeManaging PeersSpying on WorkersCombating Workplace ViolenceNew Manager’s Checklist for Chapter 14

Content preview from Skills for New Managers, 2nd Edition

Chapter 5Speaking Like a Leader

After two months as a manager, Barbara met with her friend Sally to get some feedback on her performance as a boss. Even though the two women started as aides in the same department, Sally now reported to Barbara.

“Barbara, you talk differently now than you did before you were a manager,” Sally said. “You sound a bit stiff, and your natural warmth doesn’t come across like it used to. It’s like you take everything you say so seriously.”

That in a nutshell is the biggest trap new managers face: they try to speak the way they think a boss “should speak.” That may mean adopting a deeper voice, giving unsolicited opinions, or issuing commands to display their authority.

Yet the best way to radiate power is to express ...