This book will help you develop your management skills. It is designed to assist you in understanding the characteristics of a high-performance manager, to help you assess where your strengths and development areas lie as a manager and to create a plan of action for realising your management potential.
FOREWORD
PREFACE
ABOUT THE AUTHOR
ACKNOWLEDGEMENTS
CONTENTS
INTRODUCTION
CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
We join organisations and leave managers
Good and bad managers
So what makes a good manager?
A working model for the effective manager
Undertaking activities
Creating a high-performance team
Developing people’s skills and confidence
Where do you focus your attention as a manager?
Analyse and compare your scores
The consequences of imbalance
Activities to undertake with your team
Summary
CHAPTER 2: DEFINING THE PLAYING FIELD
Setting clear expectations
Goals, objectives, targets
Specific
Measurable
Achievable
Realistic
Timebound
Agreed
Which of these objectives is SMARTA?
Tips when setting objectives
Roles and responsibilities
Procedures
Standards
Relationship maintenance
Activities to undertake with your team
Summary
Answers
CHAPTER 3: MANAGING PERFORMANCE
The performance management cycle
Monitoring performance and delivering timely feedback
Check your feedback skills
Coaching for high performance
The skills of coaching
Holding one-to-one reviews
Conducting an annual appraisal
What are your views on appraisal?
Preparing for a performance appraisal
On the day
After the appraisal
Activities to undertake with your team
Summary
Answers
Feedback skills
What are your views on appraisal?
CHAPTER 4: HANDLING DIFFICULT SITUATIONS
Dealing with difficult behaviours
Tackling underperformance
What do you do?
Six practical steps
Holding a discussion about underperformance
How would you conduct the discussion if performance has not improved?
Managing absence
Managing disciplinary and grievance situations
Summary
Underperformance interview answers
CHAPTER 5: RECRUITMENT AND SELECTION
Assess your current recruitment and selection process against best practice
Seven steps to effective recruitment and selection
1. Reviewing the need
2. Reviewing or creating a job description and person specification
3. Advertising
4. Shortlisting
5. Selection
6. Making an offer
7. Induction
Summary
CHAPTER 6: MANAGING THE TEAM
Agreeing the best way to work as a team
Effective team management
How effective a team manager are you?
Dealing with conflict in the team
Stage 1 – spot the signals
Stage 2 – plan the response
Keep the peace
Do nothing
Force the issue
Split the difference
Collaborate
Stage 3 – implement the response
Stage 4 – review
Reviewing team performance
Activities to undertake with your team
Summary
CHAPTER 7: MOTIVATING OTHERS
Creating a climate where people want to give of their best
Money is the key motivator
A framework for understanding what motivates others
What motivates you and your team?
Suggestions on what you can do to create a motivating climate
This book will help you develop your management skills. It is designed to assist you in understanding the characteristics of a high-performance manager, to help you assess where your strengths and development areas lie as a manager and to create a plan of action for realising your management potential.
Table of contents
FOREWORD
PREFACE
ABOUT THE AUTHOR
ACKNOWLEDGEMENTS
CONTENTS
INTRODUCTION
CHAPTER 1: WHAT MAKES AN EFFECTIVE MANAGER?
We join organisations and leave managers
Good and bad managers
So what makes a good manager?
A working model for the effective manager
Undertaking activities
Creating a high-performance team
Developing people’s skills and confidence
Where do you focus your attention as a manager?
Analyse and compare your scores
The consequences of imbalance
Activities to undertake with your team
Summary
CHAPTER 2: DEFINING THE PLAYING FIELD
Setting clear expectations
Goals, objectives, targets
Specific
Measurable
Achievable
Realistic
Timebound
Agreed
Which of these objectives is SMARTA?
Tips when setting objectives
Roles and responsibilities
Procedures
Standards
Relationship maintenance
Activities to undertake with your team
Summary
Answers
CHAPTER 3: MANAGING PERFORMANCE
The performance management cycle
Monitoring performance and delivering timely feedback
Check your feedback skills
Coaching for high performance
The skills of coaching
Holding one-to-one reviews
Conducting an annual appraisal
What are your views on appraisal?
Preparing for a performance appraisal
On the day
After the appraisal
Activities to undertake with your team
Summary
Answers
Feedback skills
What are your views on appraisal?
CHAPTER 4: HANDLING DIFFICULT SITUATIONS
Dealing with difficult behaviours
Tackling underperformance
What do you do?
Six practical steps
Holding a discussion about underperformance
How would you conduct the discussion if performance has not improved?
Managing absence
Managing disciplinary and grievance situations
Summary
Underperformance interview answers
CHAPTER 5: RECRUITMENT AND SELECTION
Assess your current recruitment and selection process against best practice
Seven steps to effective recruitment and selection
1. Reviewing the need
2. Reviewing or creating a job description and person specification
3. Advertising
4. Shortlisting
5. Selection
6. Making an offer
7. Induction
Summary
CHAPTER 6: MANAGING THE TEAM
Agreeing the best way to work as a team
Effective team management
How effective a team manager are you?
Dealing with conflict in the team
Stage 1 – spot the signals
Stage 2 – plan the response
Keep the peace
Do nothing
Force the issue
Split the difference
Collaborate
Stage 3 – implement the response
Stage 4 – review
Reviewing team performance
Activities to undertake with your team
Summary
CHAPTER 7: MOTIVATING OTHERS
Creating a climate where people want to give of their best
Money is the key motivator
A framework for understanding what motivates others
What motivates you and your team?
Suggestions on what you can do to create a motivating climate
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