book

Skills for New Managers, 2nd Edition

by Morey Stettner

November 2013

Beginner

192 pages

5h 24m

English

McGraw-Hill

Read now

Unlock full access

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 6The Art of Motivation

When a manager complains to me, “I wish I could motivate Gus,” here’s what he really means: “I wish I could get Gus to do his job better.”

The whole point of trying to excite your employees is to make them more productive. The stronger their commitment to superior performance, the easier it becomes to motivate them. It’s like preaching to the choir. Apathetic individuals probably won’t respond to your motivational management because they don’t want to do well; they’re content to give a minimal effort and see no reason to push any harder.

New managers often assume that they’re great motivators if they communicate enthusiastically and see changes in employees’ behavior. But getting workers to pump their fists or act ...