The Effective Manager

Table of contents

1. FOREWORD
2. PREFACE
3. ABOUT THE AUTHOR
4. ACKNOWLEDGEMENTS
5. CONTENTS
6. INTRODUCTION
7. CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
   1. We join organisations and leave managers
   2. Good and bad managers
   3. So what makes a good manager?
   4. A working model for the effective manager
   5. Undertaking activities
   6. Creating a high-performance team
   7. Developing people’s skills and confidence
   8. Where do you focus your attention as a manager?
   9. Analyse and compare your scores
   10. The consequences of imbalance
   11. Activities to undertake with your team
   12. Summary
8. CHAPTER 2: DEFINING THE PLAYING FIELD
   1. Setting clear expectations
      1. Goals, objectives, targets
         1. Specific
         2. Measurable
         3. Achievable
         4. Realistic
         5. Timebound
         6. Agreed
         7. Which of these objectives is SMARTA?
         8. Tips when setting objectives
      2. Roles and responsibilities
      3. Procedures
      4. Standards
      5. Relationship maintenance
   2. Activities to undertake with your team
   3. Summary
   4. Answers
9. CHAPTER 3: MANAGING PERFORMANCE
   1. The performance management cycle
   2. Monitoring performance and delivering timely feedback
      1. Check your feedback skills
   3. Coaching for high performance
      1. The skills of coaching
   4. Holding one-to-one reviews
   5. Conducting an annual appraisal
      1. What are your views on appraisal?
      2. Preparing for a performance appraisal
      3. On the day
      4. After the appraisal
   6. Activities to undertake with your team
   7. Summary
   8. Answers
      1. Feedback skills
      2. What are your views on appraisal?
10. CHAPTER 4: HANDLING DIFFICULT SITUATIONS
    1. Dealing with difficult behaviours
    2. Tackling underperformance
       1. What do you do?
       2. Six practical steps
       3. Holding a discussion about underperformance
       4. How would you conduct the discussion if performance has not improved?
    3. Managing absence
    4. Managing disciplinary and grievance situations
    5. Summary
    6. Underperformance interview answers
11. CHAPTER 5: RECRUITMENT AND SELECTION
    1. Assess your current recruitment and selection process against best practice
    2. Seven steps to effective recruitment and selection
       1. 1. Reviewing the need
       2. 2. Reviewing or creating a job description and person specification
       3. 3. Advertising
       4. 4. Shortlisting
       5. 5. Selection
       6. 6. Making an offer
       7. 7. Induction
    3. Summary
12. CHAPTER 6: MANAGING THE TEAM
    1. Agreeing the best way to work as a team
    2. Effective team management
    3. How effective a team manager are you?
    4. Dealing with conflict in the team
       1. Stage 1 – spot the signals
       2. Stage 2 – plan the response
          1. Keep the peace
          2. Do nothing
          3. Force the issue
          4. Split the difference
          5. Collaborate
       3. Stage 3 – implement the response
       4. Stage 4 – review
          1. Reviewing team performance
    5. Activities to undertake with your team
    6. Summary
13. CHAPTER 7: MOTIVATING OTHERS
    1. Creating a climate where people want to give of their best
    2. Money is the key motivator
    3. A framework for understanding what motivates others
    4. What motivates you and your team?
    5. Suggestions on what you can do to create a motivating climate
    6. Activities to undertake with your team
    7. Summary
14. GLOSSARY
15. BIBLIOGRAPHY
16. ITG RESOURCES
    1. Pocket Guides
    2. Toolkits
    3. Best Practice Reports
    4. Training and Consultancy
    5. Newsletter