If you are a manager anywhere in the world, you are almost certainly dealing with people of nationalities and cultures different from your own. This guidebook will help you become aware of cultural differences and show you how to adapt your communication style to enhance your managerial effectiveness. ...
Feedback is a rare commodity in organizational life, but it is key to managerial effectiveness. One increasingly popular vehicle for getting feedback from one's boss, peers, and subordinates is the multiple-perspective, or 360-degree, feedback instrument. Use of such an instrument can enhance self-confidence by highlighting individual strengths and can facilitate greater self-awareness by pointing out areas in need of further development. B ...
This book offers help in making changes – and in getting people to notice them. It's hard work deciding to change and then making the change happen. But what if you're doing all that work and making significant changes – and no one notices? It can be very discouraging! But take heart! This book shows you how to move on with the follow-through: getting people to notice that you are changing. ...
Your image can be either an asset or a liability for you as a leader. Image building is neither superficial nor unimportant. It's not about creating a false image, but recognizing genuine aspects of yourself that should be coming across to other people-but aren't. Crafting your image requires you to gain a clear picture of the image people are currently perceiving, decide what image you would like to portray, and develop the skills to ...
To build morale, pride, and spirit, a leader needs certain characteristics and skills. This book will help you determine your current level of readiness. It describes two key factors: time spent together in shared experiences and communication among team members. The results of building morale, pride, and spirit include cooperation and loyalty from team members, enhanced productivity and efficiency, and tangible economic and relational outcomes. ...
It is sometimes hard to accept change – particularly when it is delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only accept change, but learn, grow, and thrive in it. This guidebook defines resiliency, explains why it's important, and describes how you can develop your own store of resiliency. It focuses on nine developmental components that, taken together, create a sense of resiliency a ...
On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics – feeling, action, thinking, and accessing others – people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also p ...
As a leader, you have different roles to play with your direct reports. One of them is to manage their day-to-day performance. Another is to support their development so they can continue to deliver top performance. Most leaders are comfortable with and effective in the first role. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. This guidebook provides an introduction ...
No matter where you are in your career, you've probably dealt with some form of organizational change. Change can be a frightening prospect, and if you do not handle it correctly, it can lead to derailment. To be a successful leader, you must learn to adapt to a wide variety of situations, opportunities, and environments. This guidebook will show you how change affects you, your thoughts, and your emotions. It will give you tools and strate ...
