“My MBA degree did not teach me what Kevin Armstrong has to say in this book.”
BRUCE DER, P. ENG., MBA, president and CEO, A.H. Lundberg Systems
Manage A Team That Will Follow You Anywhere
Throughout history, many influential people have earned the title of
“leader”: Martin Luther King Jr., Mahatma Gandhi, and Walt Disney, to name a few. Leaders look to the future, not caring who follows. However,
being an effective manager requires you to efficiently and effectively work through othersto be what Kevin Armstrong calls a “manacoach.”
The Miracle Manager presents a new approach to organizational management.
Drawing from over twenty years of business advisory experience, author
Kevin Armstrong shares strategies to enhance and refine your management technique. You’ll read case studies of great leaders and coaches of the past, and you’ll discover why being a stellar player does not always equate to being a great coach. You’ll understand how to:
•value the differences between a “manacoach” and a leader
•align management techniques with company culture
•hire effective team members (and redirect talent)
•leverage effective communication for results
•embrace vulnerability as key for growth
•guide your organization to triumph
Not everyone is cut out to be a manager. If you are, by utilizing the tactics within these pages, you can become the type of manager your people will follow to the ends of the earth!
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About the Author
Kevin G. Armstrong is an author, speaker, business advisor, disruptor and authority in implementing simple, proven management solutions – but simple doesn’t mean easy.
In his diverse and accomplished career, he has taught at the high school and college levels, owned and sold small businesses, been an investment firm top seller, and worked in management as a VP at the corporate level, overseeing agencies throughout North America. Kevin has decades of experience helping business ownersfrom “mom and pops” to Fortune 500sget more out of their business. Kevin currently leads a group of advisors at the Interdependent Training Group (ITG) which advises business leaders on creating clear vision and implementing strategies to hold their management teams accountable for delivering on their vision.
For the past 20+ years of his career, Kevin has studied the important differences between the roles of ‘leader’ and ‘manager’ in business. His speaking engagements expand on this concept in an interactive, thought-provoking manner which disrupts current thinking and leaves audiences with a new understanding of how leaders can be leveraged through exceptional management to achieve business and personal success.
Find out more about Kevin at kevingarmstrong.com.
Table of Contents
Chapter 1 My Promise to You 1
We Can All Relate
A Long History of Confusing Two Roles
Chapter 2 A Leader Stands Alone 9
Is a True Leader Concerned with Who Is Following?
Failure Is a Prerequisite
Leading, Not Managing
Chapter 3 The Manacoach 11
The Manacoach Defined
The Manacoach Test
Understanding Your Results
An Example of a Leader versus a Manacoach
Chapter 4 Does A Star Make a Good Manager? 39
Who Is a Better Coach?
Running the Numbers on Players and Coaches
Why Doesn't Business Reward the Players?
Chapter 5 Culture and the Manacoach 51
What Is Culture?
Status over Achievement
Are You Trapped as a Manacoach?
What Do I Look for When I'm Hiring?
Chapter 6 There Is No Power Without Vulnerability 63
Why Vulnerability Is Hard Work
Finding Our Vulnerabilities
If You Can't Be Vulnerable, Don't Manage People
Chapter 7 The Manacoach on Hiring 77
The Ideal Candidate
Measuring the Alignment of Core Values
Linking the Right Person to the Right Job
Giving the Green Light to Proceed
Chapter 8 The Manacoach on Firing 91
Ability to Complete
Chapter 9 Delegating and Dependence 111
Dependence: You Get What You Put Up With!
Insecurities with Delegating
Not Knowing How to Delegate
Not Wanting to Go Home
Rejecting the Dependence
Chapter 10 Communication 127
Quit Hiding behind Your Keyboard!
Dare to Enter the Danger
Politics versus Accountability
Chapter 11 Rewards and Punishments 139
Why Bonuses and Profit Sharing Don't Work in Most Cases
The Carrot and Stick Method Doesn't Work
Chapter 12 Be Bold and Be S.M.A.R.T 147
What Are the Conditions?
Concluding Remarks 153
My Type of Leader
Final Thoughts on the Manacoach
Appendix The Manacoach's Checklist 159