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Suddenly In Charge: Managing Up, Managing Down, Succeeding All Around: Managing Up, Managing Down, Succeeding All Around

Book Description

As companies reorganize and reengineer, thousands of people are finding themselves tossed into management every day. “You may go to bed as a member of the team and wake up to find yourself suddenly in charge,” says Matuson. The key to success is managing effectively both up and down the line of the organization. And Suddenly in Charge provides this unique approach with two books in one: read it one direction and you’ll find all the tips and tools you need to manage down and establish credibility with your team; flip the book over and you’ll find success strategies for managing up, the key to managing your reputation and your career. With a foreword by Alan Weiss, bestselling author of Million-Dollar Consulting, this handy little book is a must-have resource to help the new manager truly succeed from day one.

Table of Contents

  1. Cover Page
  2. Managing Up
    1. Title Page
    2. Copyright Page
    3. Dedication Page
    4. Contents
    5. Acknowledgments
    6. Foreword
    7. Introduction to Managing Up
    8. Chapter One Excuse Me, Where Do I Find the Decoder Ring?
      1. Understanding Your Boss’s Style of Management
        1. Why Understanding Your Boss’s Style of Management Is So Critical
        2. Breaking the Code: How to Decipher Your Boss’s Management Style
        3. Common Types of Managers
        4. It Takes Two to Make a Relationship Work: How Self-Awareness Plays into the Mix
        5. The Need for Continual Maintenance
        6. Key Learning Points
    9. Chapter Two Office Politics
      1. You’re in the Game, So Deal with It!
        1. Yes, Virginia, Life Is Unfair: How Work Really Gets Done at Work
        2. Two Types of Power
        3. Political Games: How to Avoid Checkmate
        4. Determining the Person Who Is Really in Charge
        5. Hot Potato, Hot Potato: How to Avoid Getting Burned at Work
        6. Key Learning Points
    10. Chapter Three Help! My Boss Is Young Enough to Be My Child
      1. Strategies for Managing a Younger Boss
        1. Give Your Boss a Chance
        2. Find the Middle Ground
        3. Acknowledge Differences and Move On
        4. Tune Up Your Vocabulary
        5. Be an Employee, Not a Parent
        6. Bridge Communication Differences
        7. Play to Win
        8. Humor Goes a Long Way
        9. Get Onboard or Take a Different Route
        10. Key Learning Points
    11. Chapter Four Dealing with a Bad Boss
      1. There’s One in Every Crowd
        1. Different Versions of the Same Theme
        2. Choosing Your Weapon Carefully—Strategies to Help You Survive a Bad Boss
        3. What to Do When All Else Fails
        4. How to Avoid Following in Your Bad Boss’s Footsteps
        5. Key Learning Points
    12. Chapter Five Toot Your Own Horn, So You Can Be Heard in a Sea of Cubicles
      1. Why Your Performance Alone Won’t Take You to the Top
        1. Playing in Harmony
        2. Some Common Myths about Self-Promotion
        3. Bad Bragging versus Good Bragging (There Is a Difference)
        4. Becoming a Person of Interest
        5. Five Ways to Toot Your Horn So Your Work Is Noticed
        6. Key Learning Points
    13. Chapter Six Please, Sir, Can I Have Some More?
      1. How to Ask for a Raise and Actually Get It
        1. Are Annual Reviews No Longer Annual?
        2. What You Need to Do Before You Ask for a Raise
        3. Planning for the Conversation
        4. Timing Is Everything: The Best Times to Ask for a Raise
        5. Attitude
        6. Money Isn’t Everything: How to Increase Your Standard of Living without Costing Your Boss a Dime
        7. What Not to Do
        8. Key Learning Points
    14. Chapter Seven Mirror, Mirror, on the Wall
      1. Staying True to Yourself
        1. All that Glitters May Not Be Gold—Sticky Situations Managers Face
        2. Staying Grounded
        3. Key Learning Points
    15. Chapter Eight Seven Signs Your Time Is Up
      1. Knowing When It’s Time to Go
        1. Seven Signs Your Time Is Up
        2. Exiting with Grace—and Perhaps a Check in Hand
        3. Manage Your References Before You Need Them
        4. Why Some Managers Get Nasty When You Give Notice
        5. Other Things to Think about Before Leaving
        6. Should You Resign Before You Get Fired?
        7. Key Learning Points
  3. Cover Page
  4. Managing Down
    1. Title Page
    2. Copyright Page
    3. Contents
    4. Introduction to Managing Down
    5. Chapter One Welcome to Management
      1. Now What the Heck Do I Do?
        1. Tossed into Management
        2. The First Ninety Days
        3. How to Build Productive Relationships
        4. Establishing Credibility
        5. Creating Credibility
        6. Productive Relationships Self-Assessment
        7. Key Learning Points
    6. Chapter Two From Me to We
      1. It’s Really Not about You!
        1. Why Engage Your Employees?
        2. Reality Check
        3. The Road to Engagement
        4. Ways You Can Influence Employee Engagement
        5. The Young, the Restless, and the Disengaged
        6. Reconnecting with the Moderately Disengaged
        7. Damaged Beyond Repair
        8. Key Learning Points
    7. Chapter Three
      1. Acquiring Talent
        1. Hiring 101
        2. The Case for Hiring on Talent, Rather than on Skills
        3. Changing Behavior
        4. Key Learning Points
    8. Chapter Four You Want Me to Do What?
      1. The Art of Influencing Your Employees to Get What You Need
        1. Creating an Environment Where “Shared Vision” Is More than a Mantra
        2. Establishing Credibility
        3. Building Trust
        4. Rebuilding Trust
        5. Key Learning Points
    9. Chapter Five Generation Integration
      1. Leveraging Workplace Differences into Opportunities
        1. Meet the Generations
        2. Seismic Shift: The Impact of the Changing Demographics on the Workplace
        3. Busting Common Myths Associated with the Generations
        4. Motivating Your Mature Workers
        5. Help! My Employee Is Treating Me Like Her Child!
        6. Unleashing the Potential of Younger Workers
        7. Key Learning Points
    10. Chapter Six Dealing with Difficult Employees
      1. Strategies to Keep You Sane during Insane Times
        1. Toxic Employees
        2. My Employee Is Going through a Difficult Period: Avoiding the Shift from Manager to Therapist
        3. Using Sugar to Sweeten an Employee’s Disposition
        4. Tools You Can Use to Reduce Conflict
        5. Can This Marriage Be Saved?
        6. Signs This Relationship Cannot—or Should Not—Be Saved
        7. Key Learning Points
    11. Chapter Seven Should You Care Whether Your Employees Love You?
      1. Creating a Respectful Workplace
        1. College Buddies Rather than Subordinates
        2. Communicating versus Commiserating
        3. Going with the Flow, Even Though the Company May Be Racing toward a Waterfall
        4. BFF (Best Friends Forever)
        5. Avoidance: Are You Doing Your Employee’s Work Because You Don’t Want a Confrontation?
        6. With All Due Respect: Creating a Workplace Where People Feel Valued
        7. Key Learning Points
    12. Chapter Eight Performance Management
      1. Do I Really Have to Do This?
        1. The Performance Management Cycle
        2. Establishing Expectations
        3. Writing Goals and Objectives
        4. Continuous Feedback
        5. The Performance Review
        6. Overcoming Performance Management Anxiety
        7. Why Self-Evaluations Are Your Friend: Avoiding the Dreaded Look of Surprise When Conducting Reviews
        8. Key Learning Points
    13. Chapter Nine You’re Fired!
      1. Timeless Tips for Tactful Terminations
        1. Gathering Your Ammunition: The Art of Documentation
        2. Pulling the Trigger: Knowing When It’s Time to Execute
        3. Avoiding the Heart: How to Terminate Someone While Leaving the Heart Intact
        4. When There Is More than One Victim: Handling Layoffs
        5. Taking Care of the Survivors
        6. Key Learning Points
    14. Appendix: Sample Job Description
    15. References