James Manktelow,
Julian Birkinshaw
Mind Tools for Managers
100 Ways to be a Better Boss
Gebonden Engels 2018 9781119374473
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
The manager′s must–have guide to excelling in all aspects of the job
Mind Tools for Managers helps new and experienced leaders develop the skills they need to be more effective in everything they do. It brings together the 100 most important leadership skills as voted for by 15,000 managers and professionals worldwide into a single volume, providing an easy–access solutions manual for people wanting to be the best manager they can be. Each chapter details a related group of skills, providing links to additional resources as needed, plus the tools you need to put ideas into practice. Read beginning–to–end, this guide provides a crash course on the essential skills of any effective manager; used as a reference, its clear organization allows you to find the solution you need quickly and easily.
Success in a leadership position comes from results, and results come from the effective coordination of often competing needs: your organization, your client, your team, and your projects. These all demand time, attention, and energy, and keeping everything running smoothly while making the important decisions is a lot to handle. This book shows you how to manage it all, and manage it well, with practical wisdom and expert guidance.
Build your ideal team and keep them motivated
Make better decisions and boost your strategy game
Manage both time and stress to get more done with less
Master effective communication, facilitate innovation, and much more
Managers wear many hats and often operate under a tremendously diverse set of job duties. Delegation, prioritization, strategy, decision making, communication, problem solving, creativity, time management, project management and stress management are all part of your domain. Mind Tools for Managers helps you take control and get the best out of your team, your time, and yourself.
Specificaties
Lezersrecensies
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Inhoudsopgave
<p>Acknowledgments xv</p>
<p>Author Biographies xvii</p>
<p>Introduction xix</p>
<p>PART I. KNOW AND MANAGE YOURSELF 1</p>
<p>Chapter 1 Know Yourself 3</p>
<p>1. Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model) 4</p>
<p>2. Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis) 6</p>
<p>3. Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting) 7</p>
<p>4. Build Your Self–Confidence 8</p>
<p>5. Be Aware of How Your Actions Impact Others ( Journaling for Self–Development) 10</p>
<p>6. Think Positively and Manage Negative Thoughts (Cognitive Restructuring) 11</p>
<p>7. Adopt a Self–Development Mindset (Dweck s Fixed and Growth Mindsets) 13</p>
<p>Other Techniques for Knowing Yourself 15</p>
<p>Chapter 2 Plan and Manage Your Time 16</p>
<p>8. Find More Time in Your Day by Eliminating Low–Yield Activities (Activity Logs) 17</p>
<p>9. Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix) 19</p>
<p>10. Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs) 21</p>
<p>11. Schedule Your Time Effectively 22 12. Keep Yourself Focused: Managing</p>
<p>Distractions, Improving Flow 24</p>
<p>13. Beat Procrastination 25</p>
<p>Other Techniques for Planning and Managing Your Time 27</p>
<p>Chapter 3 Cope with Change and Stress 28</p>
<p>14. Develop Personal Resiliency, and Grow from Setbacks 29</p>
<p>15. Analyze and Manage Sources of Stress (Stress Diaries) 31</p>
<p>16. Manage Negative Emotions at Work (The STOP Method for Anger Management) 32</p>
<p>17. Manage the Impact of Pressure on Performance (The Inverted–U Model) 33</p>
<p>18. Overcome Fears of Failure or Success 35</p>
<p>19. Learn from Your Experience in a Systematic Way (Gibbs s Reflective Cycle) 37</p>
<p>Other Techniques for Coping with Change and Stress 39</p>
<p>Chapter 4 Manage Your Career over Time 40</p>
<p>20. Find a Career That Suits Who You Are (Ibarra s Identify Transition Process) 41</p>
<p>21. Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process) 44</p>
<p>22. Shape Your Role to Suit Your Strengths and Aspirations ( Job Crafting) 44</p>
<p>23. Thrive at Work (The GREAT DREAM Model) 46</p>
<p>24. Find the Work Life Balance That s Best for You (The Wheel of Life®) 48</p>
<p>25. Understand the Types of Behavior That Can Derail Your Career (Hogan Management Derailment) 49</p>
<p>Other Techniques for Managing Your Career 51</p>
<p>PART II. MANAGE TASKS, AND GET THINGS DONE 53</p>
<p>Chapter 5 Get Work Done in an Efficient and Focused Way 55</p>
<p>26. Translate the Organization s Mission into Goals That People Understand (OGSM) 56</p>
<p>27. Align People s Objectives with Corporate Goals (OKRs) 57</p>
<p>28. Systematically Analyze and Optimize the Work Team Members Do (DILO) 58</p>
<p>29. Use a Structured Approach to Continuous Improvement (PDSA) 60</p>
<p>30. Systematically Identify What Needs to Be Done Gap Analysis 62</p>
<p>31. Conduct Post–Completion Project Reviews (Retrospectives) 64</p>
<p>32. Manage Projects Using Agile Methodologies (Agile Project Management) 65</p>
<p>Chapter 6 Solve Problems Effectively 68</p>
<p>33. Get Systematically to the Root of a Problem (Root Cause Analysis) 69</p>
<p>34. Identify the Many Possible Causes of a Problem (Cause and Effect Analysis) 71</p>
<p>35. Map Business Processes Clearly (Swim Lane Diagrams) 73</p>
<p>36. Solve Problems by Capitalizing on What s Going Well (The 5–D Approach to Appreciative Inquiry) 77</p>
<p>37. Bring People Together to Solve Problems (Manage Group Dynamics) 78</p>
<p>Other Useful Problem–Solving Techniques 80</p>
<p>Chapter 7 Make Smart Decisions 81</p>
<p>38. Decide Whether a Decision Makes Financial Sense (Net Present Value Analysis) 82</p>
<p>39. Choose Between Options and Considering Multiple Factors (Decision Matrix Analysis) 84</p>
<p>40. Consider Many Factors, Such as Opportunities, Risks, Reactions, and Ethics in Decision Making (ORAPAPA) 86</p>
<p>41. Analyze Systematically What Could Go Wrong (Risk Analysis and Risk Management) 88</p>
<p>42. Prioritize Risks by Impact and Probability of Occurrence (The Risk Impact/Probability Chart) 90</p>
<p>43. Avoid Psychological Bias in Decision Making 91</p>
<p>Other Useful Decision–Making Techniques 94</p>
<p>Chapter 8 Foster Creativity and Innovation 95</p>
<p>44. Develop New Ideas by Understanding User Needs (Design Thinking) 96</p>
<p>45. Innovate by Studying People s Day–to–Day Use of Products and Services in Depth (Ethnographic Research) 98</p>
<p>46. Innovate by Making Sense of How the Business World Is Changing (Scenario Planning) 100</p>
<p>47. Innovate in All Areas of Your Business, Not Just with Products and Services (Doblin s 10 Types of Innovation) 102</p>
<p>48. Generate Many Ideas Using Free Association (Brainstorming) 104</p>
<p>Other Techniques for Fostering Creativity and Innovation 106</p>
<p>PART III.WORK WITH AND MANAGE OTHER PEOPLE 107</p>
<p>Chapter 9 Understand and Motivate Other People 109</p>
<p>49. Lead by Example (Being a Good Role Model) 110</p>
<p>50. Listen Carefully and Intensely to Other People (Mindful Listening) 112</p>
<p>51. Understand How to Motivate People (Herzberg s Motivation–Hygiene Theory) 113</p>
<p>52. Work Effectively with People from Different Generations (Understand Different Generational Characteristics) 115</p>
<p>53. Develop Emotional Intelligence 117</p>
<p>54. Motivate People to Go above and beyond (Transformational Leadership) 119</p>
<p>Other Techniques for Understanding and Motivating Other People 121</p>
<p>Chapter 10 Get the Best from Members of Your Team 122</p>
<p>55. Delegate Effectively 123</p>
<p>56. Be Clear About Who Is Accountable for What (The RACI Matrix) 125</p>
<p>57. Give Effective Praise and Recognition 126</p>
<p>58. Build Team Members Self–Confidence 128</p>
<p>59. Support Your People Effectively (Heron s Six Categories of Intervention) 129</p>
<p>Other Ways to Get the Best from Members of Your Team 131</p>
<p>Chapter 11 Communicate Effectively 132</p>
<p>60. Understand the Key Principles of Good Communication (The Seven Cs of Communication) 133</p>
<p>61. Speak Well in Public 134</p>
<p>62. Write Effective E–Mails 136</p>
<p>63. Build Good Working Relationships with People at All Levels (Create High–Quality Connections ) 137</p>
<p>64. Communicate Effectively Across Cultures (Hofstede s Cultural Dimensions) 138</p>
<p>Other Techniques for Communicating Effectively 141</p>
<p>Chapter 12 Hire and Develop Good People 142</p>
<p>65. Design Jobs Effectively (Motivation– Centered Job Descriptions) 143</p>
<p>66. Recruit Effectively (Competency–Based Interviewing) 146</p>
<p>67. Assess Individual Development Needs (Skills Matrices) 148</p>
<p>68. Give Effective Feedback (The SBI Feedback Model) 149</p>
<p>69. Coach People Effectively (The GROW Model) 151</p>
<p>Chapter 13 Build a Great Team 154</p>
<p>70. Formally Define the Team s Mission, Authority, Resources, and Boundaries (Team Charters) 155</p>
<p>71. Brief Your Team Clearly 157</p>
<p>72. Build Trust in Your Team 159</p>
<p>73. Build Openness and Self–Knowledge within a Team (The Johari Window) 160</p>
<p>74. Find the Specific Motivators That Work Best with Your Team (Understand Team–Specific Motivation) 162</p>
<p>75. Manage Negative Behaviors and Resolve Conflict (Lencioni s Five Dysfunctions of a Team) 164</p>
<p>Chapter 14 Deal with Difficult Management Situations Effectively 166</p>
<p>76. Resolve Conflict Effectively (Fisher and Ury s Principled Negotiation) 167</p>
<p>77. Deal with Bad Behavior at Work 168</p>
<p>78. Deal with Office Politics, and Protect Your Team from Them 170</p>
<p>79. Handle Poor Performance 173</p>
<p>80. Be Tactful 175</p>
<p>PART IV. GENERAL COMMERCIAL AWARENESS 177</p>
<p>Chapter 15 Develop Situational Awareness 179</p>
<p>81. Understand Your Organization s Mission and Values (Mission Statements) 180</p>
<p>82. Scan for External Changes That May Impact Your Organization (PESTLIED Analysis) 182</p>
<p>83. Understand How Companies Compete in Your Market (Value Curves) 184</p>
<p>84. Understand Your Organization s Core Competencies 186</p>
<p>85. Organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis) 188</p>
<p>Chapter 16 Get Ahead in the Wider Organization 191</p>
<p>86. Understand and Shape How Others in Your Organization See You (The PVI Model) 192</p>
<p>87. Ask for Feedback (The SKS Technique) 194</p>
<p>88. Build Honest Rapport with Others 195</p>
<p>89. Develop Effective Networking Skills 197</p>
<p>90. Influence Your Peers to Get Things Done (Yukl and Tracey s Influencers) 199</p>
<p>Chapter 17 Make Change Happen in Your Organization 201</p>
<p>91. Understand Stakeholder Needs, and Bring Stakeholders Along with You (Stakeholder Management and Power/ Interest Grids) 202</p>
<p>92. Understand the Key Steps Needed to Succeed with a Change Process (Kotter s Eight–Step Change Model) 205</p>
<p>93. Anticipate and Manage People s Emotional Reactions to Change(The Change Curve) 206</p>
<p>94. Persuade and Influence People (Effectively (The Influence Model) 208</p>
<p>95. Lead Change Without Formal Authority ( Stealth Innovation ) 210</p>
<p>Chapter 18 Work Effectively with Customers and External Stakeholders 212</p>
<p>96. Understand Your Customer s Worldview (Develop Customer Personas) 213</p>
<p>97. Understand and Develop Your Relationship with Your Customer (Customer Experience Mapping) 215</p>
<p>98. Understand How Decisions Are Made in Another Organization (Influence Mapping) 217</p>
<p>99. Decide the Best Approach to a Negotiation (Lewicki and Hiam s Negotiation Matrix) 219</p>
<p>100. Collaborate to Create Mutually Beneficial Outcomes (Win–Win Negotiation) 222</p>
<p>Appendix: Survey Methodology 225</p>
<p>References 227</p>
<p>Index 235</p>
<p>Author Biographies xvii</p>
<p>Introduction xix</p>
<p>PART I. KNOW AND MANAGE YOURSELF 1</p>
<p>Chapter 1 Know Yourself 3</p>
<p>1. Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model) 4</p>
<p>2. Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis) 6</p>
<p>3. Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting) 7</p>
<p>4. Build Your Self–Confidence 8</p>
<p>5. Be Aware of How Your Actions Impact Others ( Journaling for Self–Development) 10</p>
<p>6. Think Positively and Manage Negative Thoughts (Cognitive Restructuring) 11</p>
<p>7. Adopt a Self–Development Mindset (Dweck s Fixed and Growth Mindsets) 13</p>
<p>Other Techniques for Knowing Yourself 15</p>
<p>Chapter 2 Plan and Manage Your Time 16</p>
<p>8. Find More Time in Your Day by Eliminating Low–Yield Activities (Activity Logs) 17</p>
<p>9. Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix) 19</p>
<p>10. Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs) 21</p>
<p>11. Schedule Your Time Effectively 22 12. Keep Yourself Focused: Managing</p>
<p>Distractions, Improving Flow 24</p>
<p>13. Beat Procrastination 25</p>
<p>Other Techniques for Planning and Managing Your Time 27</p>
<p>Chapter 3 Cope with Change and Stress 28</p>
<p>14. Develop Personal Resiliency, and Grow from Setbacks 29</p>
<p>15. Analyze and Manage Sources of Stress (Stress Diaries) 31</p>
<p>16. Manage Negative Emotions at Work (The STOP Method for Anger Management) 32</p>
<p>17. Manage the Impact of Pressure on Performance (The Inverted–U Model) 33</p>
<p>18. Overcome Fears of Failure or Success 35</p>
<p>19. Learn from Your Experience in a Systematic Way (Gibbs s Reflective Cycle) 37</p>
<p>Other Techniques for Coping with Change and Stress 39</p>
<p>Chapter 4 Manage Your Career over Time 40</p>
<p>20. Find a Career That Suits Who You Are (Ibarra s Identify Transition Process) 41</p>
<p>21. Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process) 44</p>
<p>22. Shape Your Role to Suit Your Strengths and Aspirations ( Job Crafting) 44</p>
<p>23. Thrive at Work (The GREAT DREAM Model) 46</p>
<p>24. Find the Work Life Balance That s Best for You (The Wheel of Life®) 48</p>
<p>25. Understand the Types of Behavior That Can Derail Your Career (Hogan Management Derailment) 49</p>
<p>Other Techniques for Managing Your Career 51</p>
<p>PART II. MANAGE TASKS, AND GET THINGS DONE 53</p>
<p>Chapter 5 Get Work Done in an Efficient and Focused Way 55</p>
<p>26. Translate the Organization s Mission into Goals That People Understand (OGSM) 56</p>
<p>27. Align People s Objectives with Corporate Goals (OKRs) 57</p>
<p>28. Systematically Analyze and Optimize the Work Team Members Do (DILO) 58</p>
<p>29. Use a Structured Approach to Continuous Improvement (PDSA) 60</p>
<p>30. Systematically Identify What Needs to Be Done Gap Analysis 62</p>
<p>31. Conduct Post–Completion Project Reviews (Retrospectives) 64</p>
<p>32. Manage Projects Using Agile Methodologies (Agile Project Management) 65</p>
<p>Chapter 6 Solve Problems Effectively 68</p>
<p>33. Get Systematically to the Root of a Problem (Root Cause Analysis) 69</p>
<p>34. Identify the Many Possible Causes of a Problem (Cause and Effect Analysis) 71</p>
<p>35. Map Business Processes Clearly (Swim Lane Diagrams) 73</p>
<p>36. Solve Problems by Capitalizing on What s Going Well (The 5–D Approach to Appreciative Inquiry) 77</p>
<p>37. Bring People Together to Solve Problems (Manage Group Dynamics) 78</p>
<p>Other Useful Problem–Solving Techniques 80</p>
<p>Chapter 7 Make Smart Decisions 81</p>
<p>38. Decide Whether a Decision Makes Financial Sense (Net Present Value Analysis) 82</p>
<p>39. Choose Between Options and Considering Multiple Factors (Decision Matrix Analysis) 84</p>
<p>40. Consider Many Factors, Such as Opportunities, Risks, Reactions, and Ethics in Decision Making (ORAPAPA) 86</p>
<p>41. Analyze Systematically What Could Go Wrong (Risk Analysis and Risk Management) 88</p>
<p>42. Prioritize Risks by Impact and Probability of Occurrence (The Risk Impact/Probability Chart) 90</p>
<p>43. Avoid Psychological Bias in Decision Making 91</p>
<p>Other Useful Decision–Making Techniques 94</p>
<p>Chapter 8 Foster Creativity and Innovation 95</p>
<p>44. Develop New Ideas by Understanding User Needs (Design Thinking) 96</p>
<p>45. Innovate by Studying People s Day–to–Day Use of Products and Services in Depth (Ethnographic Research) 98</p>
<p>46. Innovate by Making Sense of How the Business World Is Changing (Scenario Planning) 100</p>
<p>47. Innovate in All Areas of Your Business, Not Just with Products and Services (Doblin s 10 Types of Innovation) 102</p>
<p>48. Generate Many Ideas Using Free Association (Brainstorming) 104</p>
<p>Other Techniques for Fostering Creativity and Innovation 106</p>
<p>PART III.WORK WITH AND MANAGE OTHER PEOPLE 107</p>
<p>Chapter 9 Understand and Motivate Other People 109</p>
<p>49. Lead by Example (Being a Good Role Model) 110</p>
<p>50. Listen Carefully and Intensely to Other People (Mindful Listening) 112</p>
<p>51. Understand How to Motivate People (Herzberg s Motivation–Hygiene Theory) 113</p>
<p>52. Work Effectively with People from Different Generations (Understand Different Generational Characteristics) 115</p>
<p>53. Develop Emotional Intelligence 117</p>
<p>54. Motivate People to Go above and beyond (Transformational Leadership) 119</p>
<p>Other Techniques for Understanding and Motivating Other People 121</p>
<p>Chapter 10 Get the Best from Members of Your Team 122</p>
<p>55. Delegate Effectively 123</p>
<p>56. Be Clear About Who Is Accountable for What (The RACI Matrix) 125</p>
<p>57. Give Effective Praise and Recognition 126</p>
<p>58. Build Team Members Self–Confidence 128</p>
<p>59. Support Your People Effectively (Heron s Six Categories of Intervention) 129</p>
<p>Other Ways to Get the Best from Members of Your Team 131</p>
<p>Chapter 11 Communicate Effectively 132</p>
<p>60. Understand the Key Principles of Good Communication (The Seven Cs of Communication) 133</p>
<p>61. Speak Well in Public 134</p>
<p>62. Write Effective E–Mails 136</p>
<p>63. Build Good Working Relationships with People at All Levels (Create High–Quality Connections ) 137</p>
<p>64. Communicate Effectively Across Cultures (Hofstede s Cultural Dimensions) 138</p>
<p>Other Techniques for Communicating Effectively 141</p>
<p>Chapter 12 Hire and Develop Good People 142</p>
<p>65. Design Jobs Effectively (Motivation– Centered Job Descriptions) 143</p>
<p>66. Recruit Effectively (Competency–Based Interviewing) 146</p>
<p>67. Assess Individual Development Needs (Skills Matrices) 148</p>
<p>68. Give Effective Feedback (The SBI Feedback Model) 149</p>
<p>69. Coach People Effectively (The GROW Model) 151</p>
<p>Chapter 13 Build a Great Team 154</p>
<p>70. Formally Define the Team s Mission, Authority, Resources, and Boundaries (Team Charters) 155</p>
<p>71. Brief Your Team Clearly 157</p>
<p>72. Build Trust in Your Team 159</p>
<p>73. Build Openness and Self–Knowledge within a Team (The Johari Window) 160</p>
<p>74. Find the Specific Motivators That Work Best with Your Team (Understand Team–Specific Motivation) 162</p>
<p>75. Manage Negative Behaviors and Resolve Conflict (Lencioni s Five Dysfunctions of a Team) 164</p>
<p>Chapter 14 Deal with Difficult Management Situations Effectively 166</p>
<p>76. Resolve Conflict Effectively (Fisher and Ury s Principled Negotiation) 167</p>
<p>77. Deal with Bad Behavior at Work 168</p>
<p>78. Deal with Office Politics, and Protect Your Team from Them 170</p>
<p>79. Handle Poor Performance 173</p>
<p>80. Be Tactful 175</p>
<p>PART IV. GENERAL COMMERCIAL AWARENESS 177</p>
<p>Chapter 15 Develop Situational Awareness 179</p>
<p>81. Understand Your Organization s Mission and Values (Mission Statements) 180</p>
<p>82. Scan for External Changes That May Impact Your Organization (PESTLIED Analysis) 182</p>
<p>83. Understand How Companies Compete in Your Market (Value Curves) 184</p>
<p>84. Understand Your Organization s Core Competencies 186</p>
<p>85. Organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis) 188</p>
<p>Chapter 16 Get Ahead in the Wider Organization 191</p>
<p>86. Understand and Shape How Others in Your Organization See You (The PVI Model) 192</p>
<p>87. Ask for Feedback (The SKS Technique) 194</p>
<p>88. Build Honest Rapport with Others 195</p>
<p>89. Develop Effective Networking Skills 197</p>
<p>90. Influence Your Peers to Get Things Done (Yukl and Tracey s Influencers) 199</p>
<p>Chapter 17 Make Change Happen in Your Organization 201</p>
<p>91. Understand Stakeholder Needs, and Bring Stakeholders Along with You (Stakeholder Management and Power/ Interest Grids) 202</p>
<p>92. Understand the Key Steps Needed to Succeed with a Change Process (Kotter s Eight–Step Change Model) 205</p>
<p>93. Anticipate and Manage People s Emotional Reactions to Change(The Change Curve) 206</p>
<p>94. Persuade and Influence People (Effectively (The Influence Model) 208</p>
<p>95. Lead Change Without Formal Authority ( Stealth Innovation ) 210</p>
<p>Chapter 18 Work Effectively with Customers and External Stakeholders 212</p>
<p>96. Understand Your Customer s Worldview (Develop Customer Personas) 213</p>
<p>97. Understand and Develop Your Relationship with Your Customer (Customer Experience Mapping) 215</p>
<p>98. Understand How Decisions Are Made in Another Organization (Influence Mapping) 217</p>
<p>99. Decide the Best Approach to a Negotiation (Lewicki and Hiam s Negotiation Matrix) 219</p>
<p>100. Collaborate to Create Mutually Beneficial Outcomes (Win–Win Negotiation) 222</p>
<p>Appendix: Survey Methodology 225</p>
<p>References 227</p>
<p>Index 235</p>
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan