Successful Manager's Handbook: Develop Yourself, Coach Others

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Overview
What People Are Saying
Product Details
Meet the Author
Read an Excerpt
Table of Contents

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Overview

A trusted resource since 1984, The Successful Manager's Handbook is a leading tool for managers around the world who are interested in professional development. With more than 800,000 copies in print, this is the first place managers go to get answers, build leadership qualities, and map their road to success. Each chapter provides easy-to-use tips and on-the-job activities for improving managerial skills and effectiveness.

Revised and expanded in 2000, this reliable tool covers nine core factors to make you a better manager: Communication, Interpersonal, Leadership, Motivation & Change, Self-Management, Strategy, Judgment, Business Knowledge, and Planning & Execution. A list of Web sites, seminars, and other books that aid in professional development make The Successful Manager's Handbook an invaluable resource.

What People Are Saying

Rita Bailey

The Successful Manager's Handbook is an excellent tool for busy managers who need real world examples and recommendations on how to increase productivity, effectiveness, and relationships.
— (Rita Bailey, Director of the University for People at Southwest Airlines)

Product Details

ISBN-13: 9780938529200
Publisher: Personnel Decisions International
Publication date: 5/1/2000
Edition description: REVISED
Edition number: 6
Pages: 689
Product dimensions: 7.56 (w) x 10.06 (h) x 1.45 (d)

Meet the Author

Susan Gebelein--co-editor and spokesperson for the Successful Manager's Handbook--is a leader in business focused management and executive development. An Executive Vice President at Personnel Decisions International (PDI), Gebelein has earned recognition from FORTUNE 500 companies as a forceful ally in the management of their most essential and valuable asset--their people.

Read an Excerpt

Part 3: Develop Team Problem-Solving Aid Decision-Making Skills

Team leaders need to decide when and to what degree to use a team approach for decision making and problem solving. In general, the higher the level of commitment and buy-in your team members show, and the more creative, varied, and informative the input and opinions they offer, the more important a team approach for solving problems becomes.

When team members are involved in problem solving and decision making, they are more likely to accept the final decision, and to feel ownership and shared responsibility for the success of the overall goal. Furthermore, the quality of decisions and problem solutions is greater because the group process generates a variety of perspectives and opinions that lead to more creative, effective results.

A team approach to problem solving and decision making tends to work best when:

Full acceptance of the decision is necessary for effective implementation.
Information from more than one person is required to make the decision.
A high-quality result is desired.
A creative solution is needed.
The decision does not need to be made quickly.

Consider the following suggestions to increase your use of team problem solving:

Write down all the decisions you have made in the last month. Assess the quality and the acceptance of your decisions. Analyze whether your final outcome would have benefited from some type of team approach. Look for trends, such as avoiding team involvement on certain kinds of problems or decisions.
Think about the meetings you have conducted in the last month. Looking at the decision-making and problem-solvingprocesses involved, what is the ratio of the number of times you directed them to the number of times you facilitated them? If you tend to underutilize the facilitation process, increase your use of it by allowing others more input into problem solutions. Learn additional skills on how to be an effective facilitator.

On occasion, turn over facilitation of a problem-solving or decisionmaking effort to one of your team members.

Seek feedback from your employees, manager, and peers. Ask for their perceptions of when you have effectively used a team approach to solve problems and when you have missed opportunities to do so.
Identify other managers who effectively use a team approach to solve problems. Use them as role models. Observe what they do that makes them effective, and ask them for tips on how you might improve your own approach.

When a group has problems making decisions, it is usually because its members are confused or disagree about one or more of the following:

What decision they are trying to make.
Who should be involved in making the decision.
How individuals should be involved (as information sources or decision makers, for instance).
When the decision must be made.
What the best solution/decision is.

You can increase the effectiveness of group problem solving by asking the following questions before each session:

What is the problem we are trying to solve? What are the underlying causes? Before the team attempts to generate ideas, it is important that members fully understand the problem to be solved.
Who should be involved in this decision? Consider the following: -Who possesses the knowledge to ensure that the decision is logical and sound? - Who will be involved in implementing the decision? - Who must approve the decision? Approval may be easier to obtain if those in authority are invited to participate in the decision-making process.
How should each person be involved? Group members may be involved directly (actually make the decisions) or consulted (provide information or opinions). Clarify in advance the roles your group members will play in the process.
When will the decision need to be made? Set a time frame so people know when the decision is due...

Chapter 1: Create Strategic Advantage ..... 3
Chapter 2: Champion Change Aid Innovation ..... 23
Chapter 3: Create Customer Loyalty ..... 47
Chapter 4: Promote Global Perspective ..... 71
Chapter 5: Analyze Issues ..... 95
Chapter 6: Use Sound Judgment ..... 109
Chapter 7: Think Strategically ..... 127
Chapter 8: Apply Technical/Functional Expertise ..... 139
Chapter 9: Use Financial Acumen ..... 149
Chapter 10: Manage Technology ..... 173
Chapter 11: Promote Corporate Citizenship ..... 195
Chapter 12: Establish Plans ..... 211
Chapter 13: Manage And Improve Processes ..... 227
Chapter 14: Drive Execution ..... 245
Chapter 15: Manage Change ..... 277
Chapter 16: Drive For Aid ..... 301
Chapter 17: Lead Courageously ..... 317
Chapter 18: Influence Others ..... 331
Chapter 19: Build Talent Pools ..... 351
Chapter 20: Coach And Develop People ..... 369
Chapter 21: Engage And Inspire People ..... 397
Chapter 22: Foster Collaboration ..... 421
Chapter 23: Build Relationships ..... 445
Chapter 24: Manage Conflict ..... 467
Chapter 25: Leverage Individual And Cultural Diversity ..... 481
Chapter 26: Foster Open Communication ..... 501
Chapter 27: Speak With Impact ..... 517
Chapter 28: Listen To Others ..... 535
Chapter 29: Write Effectively ..... 549
Chapter 30: Inspire Trust ..... 567
Chapter 31: Demonstrate Adaptability ..... 585
Chapter 32: Practice Self-Developmnt ..... 601

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Successful Manager's Handbook: Develop Yourself, Coach Others

Overview

More About This Book

Overview

Related Subjects

What People Are Saying

Rita Bailey

Product Details

Meet the Author

Read an Excerpt

Part 3: Develop Team Problem-Solving Aid Decision-Making Skills

Table of Contents

Customer Reviews

Rating Distribution

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2 Star

1 Star

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Your Recommendations:

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Reviews by Our Customers Under the Age of 13

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