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Based on more than two years of surveys of more than 2,000 senior executives and managers, Tough Management may be one of the most important and practical business books of our time. Bestselling author, weekly columnist, and sought-after speaker Chuck Martin has tapped into his research firm's vast network of business connections to discover that 80 percent of executives and managers are experiencing increased...
Based on more than two years of surveys of more than 2,000 senior executives and managers, Tough Management may be one of the most important and practical business books of our time. Bestselling author, weekly columnist, and sought-after speaker Chuck Martin has tapped into his research firm's vast network of business connections to discover that 80 percent of executives and managers are experiencing increased levels of work stress.
On the bright side, Martin has found that tough times have brought out the best in the world's most successful leaders and managers. And now, in his groundbreaking new book, he offers a refreshing bottom-line approach to what really matters in today's difficult market--and what really works in today's demanding workplace.
The seven skills every manager should know:
1. Focus on Results
2. Force the Hard Decisions
3. Communicate Clearly
4. Remain Flexible
5. Prove Your Value to the Company
6. Force Collaboration
7. Don't Be a Tough Guy
Using these practical, powerful, and proven techniques, Martin reveals how other business leaders have met the demand to do more, deliver more, and increase more--without raising stress levels. By focusing on actual results and forcing the hard decisions, you can learn to communicate and collaborate while remaining flexible. It's one of the few business books available that provide real solutions to real challenges. Because when the going gets tough, smart managers get Tough Management--and get real results.
|Ch. 1||Communicate clearly||1|
|Ch. 2||Force the hard decisions||25|
|Ch. 3||Focus on results||45|
|Ch. 4||Remain flexible||75|
|Ch. 5||Prove your value to the company||115|
|Ch. 6||Force collaboration||143|
|Ch. 7||Tough management without being a tough guy||163|
Posted August 25, 2005
Chuck Martin has written a straightforward book predominantly based upon data gathered by his company, NFI Research, in two years of research involving 2,000 managers and executives worldwide. The business world portrait he paints isn¿t rosy: companies continually ask managers to do more with less. Most managers and executives work more than 50 hours a week, and the marketplace constantly heats up the pressure to perform better. Under such difficult circumstances, Martin advises managers to get tough by exercising a solid set of seven specific skills. Ironically the list ends with, 'Don¿t be a tough guy,' meaning that stressed-out managers should strive for work-life balance. The book would be even stronger if it cited prior work on the pros and cons of being tough in the workplace. Douglas McGregor¿s Theory X and Y, and William Ouchi¿s subsequent Theory Z are two classics that come to mind. We find that this book provides useful - albeit bleak - insights into contemporary corporate management, and recommend its sound advice to managers.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.