Leonard Sandler, "Becoming an Extraordinary Manager: The 5 Essentials for Success"
Publisher: AMACOM | Pages: 256 | Publication Date: October 31, 2007 | ISBN: 0814480659 | PDF | 1.04 MB
Nearly all managers dream of being inspiring leaders who elicit the most from their people. But while they may understand the skills needed to manage their teams, very few know how to put their knowledge into practice. Now, any manager can get exceptional results and make an important contribution to the organization. Becoming an Extraordinary Manager focuses not just on "understanding" principles of good management, but on taking action. Readers will learn the basic attitude and skills outstanding managers must know, including:
* why it's critical to be interested in, rather than interesting to, their people * the best ways to motivate their team * effective interviewing techniques * conducting a performance review * time management * introducing change * delegation * thinking and acting about their people positively (the self-fulfilling prophecy) * building a high-performance team * retaining top talent * handling performance problems * listening
Lively in style and thorough in content, this is the book that gives every manager a complete guide to avoiding the ordinary and becoming the best.
Extraordinary managers make the whole greater than the sum of its parts. They add value to their organization. They get extraordinary results from ordinary people. Average managers wind up with ordinary results no matter how good their people are. There are even managers who, unfortunately, drag their groups down so that they get ordinary results from extraordinary people. The whole, then, becomes less than the sum of its parts. These managers have little, if any, value. They don’t really manage much of anything. They’re ‘‘straw bosses.’’ After the worthwhile stalks of wheat and other grains are harvested, straw is what’s left over on the
ground. It’s used primarily for animal bedding. The term straw boss has come to mean a low-level manager who isn’t good for much. Such managers have very little authority. They’re leftovers. The term also connotes someone who is petty and makes things more difficult, not better, for employees.
I know some companies that have more than their share of ‘‘straw bosses.’’ I’m willing to wager that you do, too.
Overall, I’ve found there to be four basic kinds of people:
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