The manager's handbook : the five essential skills of management

The manager's handbook the five essential skills of management

A WALL STREET JOURNAL AND USA TODAY BESTSELLERAn actionable strategy guide for busy professionals who want to level up their management game In The Manager's Handbook, Stanford Graduate School of Business faculty member, serial entrepreneur, and investor in over 100 companies, David Dodson, del...

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Detalles Bibliográficos
Otros Autores: Dodson, David M., author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc [2023]
Edición:First edition
Materias:
Management.
Leadership.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009870136106719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Foreword
  • Acknowledgments
  • Introduction: Five Must-Have Skills from People Who Get Things Done
  • Skill 1: Commitment to Building a Team
  • Skill 2: Fanatical Custodian of Time
  • Skill 3: Willingness to Seek and Take Advice
  • Skill 4: Setting and Adhering to Priorities
  • Skill 5: An Obsession with Quality
  • Part I Commitment to Building a Team
  • Chapter 1 Hire forOutcomes
  • Focus on Outcomes, Not Intuition
  • Create a Hiring Scorecard
  • Use a Team Approach
  • Systematic Interviewing
  • Step 1: Understand the Resume
  • Step 2: Deepening and Narrowing
  • Step 3: Caucus with the Team
  • Further Interviews
  • Reference Checks
  • Be Nice
  • A Final Thought . . .
  • Hire for Outcomes
  • Ten Initial Interview Questions to Ask
  • Ten Questions to Give the Candidate in Advance*
  • Ten Questions to Ask a Reference
  • Chapter 2 The 100-Day Window
  • The 100-Day Window
  • Strategies for the 100-Day Window
  • Clarity with Support
  • Build a Vigilance Process
  • A Final Thought . . .
  • The 100-Day Window
  • Chapter 3 Instant Performance Feedback
  • Instant Performance Feedback over Annual Reviews
  • Radical Candor
  • A Six-Part Framework for IPF
  • A Final Thought . . .
  • Instant Performance Feedback
  • Chapter 4 The 360 Review
  • Start Slow to Go Fast
  • Collecting the Information
  • The Three Cs
  • Curate the Feedback
  • Create a Personal Growth Plan
  • Close the Loop
  • A Final Thought . . .
  • The 360 Review
  • Ten Examples of 360 Review Questions
  • Chapter 5 Coaching Underperformance
  • Four-Step Process
  • Coachable or Not?
  • Development Plan
  • Set-Up-to-Fail Syndrome
  • The "No Asshole" Rule
  • A Final Thought . . .
  • Coaching Underperformance
  • Development Plan (DP)
  • Chapter 6 Breaking Up Is Hard to Do
  • Making the Decision
  • Preparation Is Compassion
  • Transition Agreement.
  • Breaking Up Is Hard to Do
  • Logistics
  • Communication to Employees
  • A Final Thought . . .
  • Breaking Up Is Hard to Do
  • Model Transition Agreement
  • Chapter 7 Never Waste a Last Goodbye
  • A Competitive Weapon
  • The Interviewer
  • The Interview
  • The Three Cs
  • A Final Thought . . .
  • Never Waste a Last Goodbye
  • Ten Exit Interview Questions
  • Part II Fanatical Custodian of Time
  • Chapter 8 Activity Is Not Progress
  • Start by Creating Quantity
  • Compress Your Meeting Times
  • The OHIO Rule
  • Be Excellent at Saying "No"
  • Then Create Quality
  • Know Your Chronotype
  • Change Your Environment
  • A Final Thought . . .
  • Activity Is Not Progress
  • Chapter 9 Make Your Day to Make Your Month
  • General Eisenhower's Matrix
  • The Planning Ritual
  • Eat the Frog First
  • The Power of Immersion
  • Done Is Better than Perfect
  • Remember to Think
  • A Final Thought . . .
  • Make Your Day to Make Your Month
  • Chapter 10 Curing the Digital Disaster
  • Dopamine and Continuous Partial Attention
  • Gaining 80 Additional Minutes Each Day
  • Check Messages Less Often
  • Ruthlessly Unsubscribe
  • Delete. Respond. Defer.
  • Five Rules for Email Efficiency
  • A Final Thought . . .
  • Curing the Digital Disaster
  • Chapter 11 Seven Steps to Running a Great Meeting
  • 1. Require a Purpose
  • 2. Choose Your Attendees Intentionally
  • 3. Prepare a Background Memo in Advance
  • 4. Choose a Moderator
  • 5. Clarifying Questions
  • 6. Move to Thoughts and Opinions
  • 7. Summarize the Meeting
  • A Final Thought . . .
  • Seven Steps to Running a Great Meeting
  • Chapter 12 Delegating
  • Managing Managers
  • Skills, Capacity, and Capability
  • Using "SCS"
  • SCS: Specific
  • SCS: Co-Create
  • SCS: Support
  • Bring In IPF
  • Yours, Mine, Ours
  • A Final Thought . . .
  • Delegating
  • Part III Willingness to Seek and Take Advice
  • Chapter 13 Five Questions.
  • Begin with Your Team
  • Next, Your Customers and Clients
  • Then Suppliers and Vendors
  • Last, the Competition
  • A Final Thought . . .
  • Five Questions to Ask Employees, Customers, Suppliers, and Competitors
  • Chapter 14 Finding and Using Mentors
  • A Scorecard for Mentors and Advisors
  • Objectivity
  • Pattern Recognition
  • Six Steps to Access Mentors
  • Show Respect
  • A Final Thought . . .
  • Finding and Using Mentors
  • Chapter 15 Executive Coaching
  • What Is a Coach?
  • Finding the Right Coach
  • The Coaching Process
  • Group or Peer Coaching
  • A Final Thought . . .
  • Executive Coaching
  • Ten Questions to Ask a Prospective Coach
  • Chapter 16 A Board of Advisors
  • Selecting Board Members
  • One-Quarter Rule
  • Running the Meeting
  • 1: State Your Objective
  • 2: Ask for Clarifying Questions
  • 3: Facilitate a Discussion
  • 4: Close the Loop
  • A Final Thought . . .
  • A Board of Advisors
  • Part IV Setting and Adhering to Priorities
  • Chapter 17 Key Performance Indicators
  • Finding the Right Altitude
  • Material. Actionable. Measurable.
  • Duplication. Simplicity. Frequency. Format.
  • Duplication
  • Simplicity
  • Frequency
  • Format
  • A Final Thought . . .
  • Key Performance Indicators
  • Chapter 18 The Operating Plan
  • Generating Opportunities
  • Now, Cross Almost Everything Off the List
  • Seek and Take Advice
  • The Power of 10
  • A Final Thought . . .
  • The Operating Plan
  • Chapter 19 Alignment Through Compensation
  • Variable Compensation
  • Compensation, KPIs, and the Operating Plan
  • SMART Goals
  • Specific and Measurable
  • Attainable and Relevant
  • Time-Bound
  • Qualitative Targets: The 90-Day Plan
  • Pay Graciously
  • Transition from Legacy Plans
  • A Final Thought . . .
  • Alignment Through Compensation
  • Part V An Obsession with Quality
  • Chapter 20 Quality Drives Profit
  • Moments of Truth.
  • Quality Drives Sales
  • Quality Drives Pricing
  • Quality Reduces Cost
  • A Final Thought . . .
  • Quality Drives Profit
  • Chapter 21 Walk Behind the Tractor
  • The Lake Wobegon Effect
  • Follow Them Home
  • The Power of Verbatim
  • Predictive and Diagnostic Measurements
  • A Final Thought . . .
  • Walk Behind the Tractor
  • Chapter 22 A Vow to Wow
  • Find a Corner of the Market
  • Wowing Your Customers
  • Service Recovery Paradox
  • Quality as a Process (Three Ss)
  • More About Simple
  • A Final Thought . . .
  • A Vow to Wow
  • Implementing the Five Must-Have Skills from the Manager's Handbook
  • Notes
  • Index
  • EULA.

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