| Description |
247 pages ; 22 cm |
| Contents |
Introduction What you want In this book In essence Sayings that this book encapsulates Chapter 1: The Three Generations at Work Changing times Baby Boomers Generation X Generation Y Generation Z Tips on how to manage the three generations Retention: The challenge for employers and managers Maximising the potential of all Ten tips for leader-managers (L-Ms) who are managing the three generations at work In essence Chapter 2: Being a Leader-Manager (L-M) Today Quick history lesson The reluctant manager Defining the Leader-Manager roles Maximising the ̀€potential' of having leader-managers Exercise -- Assessing yourself as a L-M Beneath-the-surface drivers Exercise -- What invigorates you? In essence Chapter 3: Managing Expectations WHY explicitly discuss and manage expectations? WHEN to have the managing expectations conversation WHAT is the psychological contract? Activity -- take an A4 sheet of paper HOW: Discussing and managing expectations Activity -- take an A4 sheet of paper Traps to avoid when discussing and managing expectations In essence Chapter 4: Think and Plan Before You Act Be prepared for the unexpected Seven strategies to help you be more effective Encourage consistent behaviours Maintain standards 5W1H Be assertive Align actions with bigger plan/objectives Communicate the why! Doing your preparation In essence Chapter 5: Understanding Resistance to Change From resistance to acceptance Where resistance most commonly occurs in the organisation Recognising the forms of push back Three underlying types of resistance Common reasons for resistance to change Five stages of resistance to change Who is resisting? Preparing to deal with resistance -- ask and answer Twenty ways to create a climate of change acceptance In essence Chapter 6: Managing Good Performance and Underperformance Why manage performance effectively and confidently? Activity -- engaging your team Taking action: praise/recognition v acknowledgement/appreciation Before you give praise or recognition consider this. Delivering praise, recognition, appreciation Setting people up for performance success Managing underperformance What is underperformance? Useful skills for managing performance Actively promoting good performance Ten top tips for managing underperformance In essence Chapter 7: How to Be an Effective Leader-Manager Understanding yourself and how you can best contribute Three useful beliefs Collaborative business relationships BS11000 In essence Chapter 8: Conversations for Employee Engagement Employee engagement and motivation A word about motivation Conversations for: Clarity Realignment of performance Challenge Disappointment In essence Chapter 9: Handling Difficult ̀€Courageous' Conversations Conversation for clarity and performance Introduction Why handle difficult conversations? The power of how you think A Guided Pathway: A process for constructive Courageous Conversations: before, during and after Start with the end in mind: Use the 3-Stage, 7-Step Process 3-7: The Courageous Conversation Pathway: CHECKLIST for your 3-7: Courageous Conversation Overcoming the barriers to holdingCourageous Conversations Twenty things to BE when handling Courageous Conversations In essence Chapter 10: Effectiveness -- Getting it in the muscle Plan, rehearse, practice The Forgetting Curve Knowing is not the same as doing Getting it in the muscle In essence Final Thoughts Author Biography |
| Subject |
Management
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Leadership
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management.
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Leadership.
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Management.
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| ISBN |
9781784520793 |
|
1784520799 |
|
