Summary of Loren B. Belker, Jim McCormick & Gary S. Topchik's The First-Time Manager , livre ebook

Everest Media LLC - Everest Media

Découvre YouScribe en t'inscrivant gratuitement

Je m'inscris

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

44 pages

English

Vous pourrez modifier la taille du texte de cet ouvrage

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

A propos
Informations
Extrait

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The best individual contributor doesn’t always make the best manager. Managers must focus on people, not just tasks. They must rely on others, not just be self-reliant. They are also team oriented, whereas non-managers succeed by having a narrow focus and being detail oriented.
#2 Too many companies still use the sink or swim method of management training. This method assumes that everyone intuitively knows how to manage. However, managing people is crucial to the success of any organization.
#3 There is a staff turnover problem in teams with this kind of manager. The employees are usually more qualified than the omnipotent one believes, and they soon tire of handling only trivial matters. You will never be promoted in such a situation.
#4 The spark of leadership is difficult to define. A leader is a person others look to for direction, someone whose judgment is respected because it is usually sound. As you exercise your judgment and develop the capacity to make sound decisions, it becomes a self-perpetuating characteristic.

Sujets

Business communication

Informations

Publié par	Everest Media LLC
Date de parution	23 mars 2022
Nombre de lectures	2
EAN13	9781669358947
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0150€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on Loren B. Belker and Jim McCormick & Gary S. Topchik's The First-Time Manager
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6
Insights from Chapter 1

#1

The best individual contributor doesn’t always make the best manager. Managers must focus on people, not just tasks. They must rely on others, not just be self-reliant. They are also team oriented, whereas non-managers succeed by having a narrow focus and being detail oriented.

#2

Too many companies still use the sink or swim method of management training. This method assumes that everyone intuitively knows how to manage. However, managing people is crucial to the success of any organization.

#3

There is a staff turnover problem in teams with this kind of manager. The employees are usually more qualified than the omnipotent one believes, and they soon tire of handling only trivial matters. You will never be promoted in such a situation.

#4

The spark of leadership is difficult to define. A leader is a person others look to for direction, someone whose judgment is respected because it is usually sound. As you exercise your judgment and develop the capacity to make sound decisions, it becomes a self-perpetuating characteristic.

#5

When you are promoted, be prepared for some coworkers to be jealous of you and wish you failure. Remember that change is difficult for people, and they will often resist it. So be patient and explain your reasons for making the changes.

#6

The key word is restraint. You must remember that you’re on trial with your subordinates, not them with you. The people who work for you are the most important people in your business life, so make sure to focus on them.

#7

Do not use your authority too often. If you do, it will become difficult to de-escalate the overuse of authority. In short, do not assume that you need to use your authority.

#8

You should have a personal conversation with each of your employees during your first sixty days as a manager. Do not do this the first week or so. Give your employees a chance to get used to the idea that you’re there.

#9

The purpose of having conversations with the members of your team is to open up lines of communication with them. You should show a genuine interest in their concerns and learn about their ambitions within the company.

#10

It is important to remember that you can’t have the same kind of relationships with your employees that you had before you became their supervisor. You must establish some expectations about how you will work with all of your team members, whether they are friends or not.

#11

The span of control is the number of people who report directly to you. It is important to consider the physical location of your direct reports, as well as the level of experience of those reporting to you. A good rule of thumb is not to have more direct reports than you can meet with once a week.

#12

If your employees cannot count on having a regular opportunity to communicate directly with you, they will be more inclined to track you down whenever anything comes up that they think requires your attention.

#13

You must never show dramatic changes in mood, as it becomes difficult to be effective. If you can admit that something is irritating you and that it may affect your ability to work effectively with your colleagues, you can avoid making other people victims of your personal problem.

#14

To be an outstanding manager of people, you must care about people. This doesn’t mean taking a missionary or social worker approach toward them, but if you enjoy their company and respect their feelings, you’ll be much more effective in your job than the supervisor who is mostly task-oriented.

#15

Building confidence in employees is not an easy task. You must help them establish a pattern of success, and you can do this by assigning them tasks they can succeed at. Never correct them in front of others.

#16

The new method is much more likely to succeed because it is everyone’s method, not just yours. By involving your people in the process that leads up to your decision, you’ll have them working with you rather than passively accepting new systems imposed on them.

#17

You can build employee confidence by developing esprit de corps within your own area. Make sure, however, that the feeling you build is supportive of the company’s spirit and not in competition with it.

#18

You can build trust in many ways as a manager. You can share the vision of the organization and the department with your team members, give clear directions, and share examples of how you have succeeded and mistakes you have made.

#19

Giving positive feedback or praise is one of the best methods for motivating individuals and building a positive work environment. Be specific, describe the impact of their work, and don’t overdo it.

#20

Appreciation is important to you and your manager, and it is equally important to the people you manage. When people deserve your appreciation, do not withhold it. It is more valuable than money.

#21

The best managers are those who can listen actively. Active listening means letting the other person know that they have been heard. You do this by engaging in the conversation, making clarifying statements, asking questions, summarizing what you have heard, and using appropriate visual and vocal cues.

#22

The most beautiful sound in the world is your own voice. You cannot get enough of it, and you require others to listen to it. People listen partially, and they are not being active listeners.

#23

Active listeners possess several traits and skills that can be developed over time. They encourage the other person to talk, and when they do, they do not turn the conversation back to themselves. They continue the other person’s line of communication.

#24

Being an active listener means that all three forms of communication are in harmony. This means that your words, your facial expressions, and your tone of voice all convey the same meaning. The speaker will receive a confusing message if you say, That’s interesting. Tell me more, but have a frown on your face or are speaking in a sarcastic tone.

#25

There are many more conversation terminators, but you’ll compile your own list and find that different people have their own favorite ones. You must be aware of these so you can recognize them when a more experienced executive uses them on you.

#26

Good listening skills are important for both professional and personal life. You can start out using these techniques because you realize people will like being around you. After practicing these new listening habits, you become very comfortable with them and they become part of your regular behavior.

#27

As a manager, you must play many roles: coach, standard setter, performance appraiser, teacher, motivator, visionary, and so forth. You select the appropriate role based on the situation and the objectives you want to accomplish.

#28

The eight responsibilities of a manager are hiring, communicating, planning, organizing, training, monitoring, evaluating, and firing. The better and more comfortable you become with these responsibilities, the easier the job of managing becomes.

#29

You must be genuine in your concern for your employees. You cannot fake it. Genuine concern means seeing that your employees are properly challenged, that they’re appropriately recognized, that they’re rewarded when they perform well, and that they receive accurate and timely feedback on their performance.

#30

As you transition into management, do not take an occupational hobby with you. You must resist the temptation to make your old job your managerial hobby, as this will distract you from the bigger picture.

#31

In all management matters, maintain a sense of balance. You must have encountered managers who say, I’m a big-picture guy; don’t bother me with the details. Unfortunately, this trait is common among managers.

#32

It is important for managers to pay attention to their attitude toward their subordinates and superiors. Their future success depends on both their employees and superiors.

#33

The loyalty of employees should be to their company’s goals, not to their employers. You must make sure that your input is as thoughtful and broadly based as possible.