accountability, and team building, 61
achievement, need for, 142
active listening, 27–32
agendas, performance appraisal, 187
American Management Association (AMA), 265
appraisal inflation, 189
appraisals, see performance appraisals
appreciation, showing your, 23–25
arrogance, 210
The Attacker (behavior type), 69
attitude
of employees, 98–100
your, 10–11
audience, of presentations, 266–267
authentic leadership, 216–217
authority, exercising your, 11–12
autocrats (managerial type), 49–50, 137
Baby Boomers, 165
balance, maintaining a sense of, 36–37, 279–282
“barn raising,” 136–137
becoming a manager, ways of, 3
behavioral comments, in performance appraisals, 192
The Bleeding Heart (behavior type), 70
breathing, 277
Business Lessons from the Edge (McCormick and Karinch), 233
buyouts, 110–111
career risks, 144
change, resistance to, 91–93
the chosen few, 6–7
class, having, 283–284
closed-office periods, 232
comfort-zone underachievers (CZUs), 78–79
The Comic (behavior type), 69
communication
and body language, 269–271
in-person, 12
as manager’s responsibility, 34
open, 125–127
and reducing resistance to change, 93
and risk taking, 148
team building and open, 58
via active listening, 27–32
via grapevines, 241–242
via writing, 237–240
when disciplining employees, 97–98
and your attitude, 10–11
with your team, 12–13
community work, 280
The Complainer (behavior type), 70
comprehension gap, 28
concern, showing genuine, 34–35
confidence
building, 19–21
self-, 277–278
and self-image, 215–216
consistency, in firing employees, 109–110
continuing education, 221–222
control
with employees, 50–51
span of, 15
conversation terminators, 30–31
correcting others, 19–20
costs, meeting, 253–254
creative risks, 144
creative tasks, logical vs., 229–230
deadlines, setting, 234
decisionmaking
centralized, 151
involving others in, 20
types of, 215–216
decisions
delegated, 216
responding to flawed, 152–153
delegated decisions, 216
delegation, 243–247
benefits of, 243–244
choosing employees for, 245
difficulty with, 5
and perfectionism trap, 246–247
steps in, 245–246
upward, 247
The Deserter (behavior type), 69
diplomats (managerial type), 50
direct reports
ideal number of, 15
praising, 23–24
disability, 117
disciplining employees, 95–104
avoiding personal attacks when, 96–97
case example of, 100–101
and communication, 97–98
and employee attitudes, 98–100
and feedback, 96
performance-improvement tool to use when, 102–103
techniques for, 103–104
“dismissal drama,” 112–113
documentation
of disciplinary conversations, 98
and firing employees, 109
dovetailing, 138–140
downsizing, 111
dressing for success, 222–223
education programs, 221–222
ego, 209
elevated decisions, 216
emotional intelligence, 205–207
Emotional Intelligence (Goleman), 205
emotional quotient (EQ), 205–207
emotional risks, 144
employees
choosing, for delegation, 245
correcting or praising, 19–20
delegating to, see delegation
existing friendships with, 13–14
with poor personal hygiene, 101
remote, 169–171
types of, 50–52
see also disciplining employees; firing employees
empowerment, and team building, 58
encouragement, of employees, 50–51
Enterprise Management System (EMS), 91–92
EQ (emotional quotient), 205–207
Equal Employment Opportunity Commission, 115
equity, in salary administration, 196–197
evaluating, as manager’s responsibility, 34
Family and Medical Leave Act (FMLA), 119
Federal Rehabilitation Act of 1973, 118
feedback, providing
during training, 87
when disciplining employees, 96
to you supervisor, 42
feelings, managing your, 17
financial risks, 144
firing employees, 105–114
documentation when, 109
and downsizing, 111
and drama of dismissal, 112–113
flexibility/consistency in, 109–110
as manager’s responsibility, 34
and mergers/buyouts, 110–111
questions to ask yourself before, 108–109
trying to “make it work” vs., 106–108
flammable task lists, 230
flattened organizational structures, 14–15
flexibility
with task lists, 230
when firing employees, 109–110
FMLA (Family and Medical Leave Act), 119
follow-through, job candidates’, 80–81
friendships, existing, with direct reports, 13–14
generation gaps, 163–168
avoiding mistakes with, 164
and mentoring, 167
and motivation, 165–166
and young managers, 164–165
Gen Xers, 165
Gen Y, 165
goal clarity, and team building, 59–60
Goleman, Daniel, 205
grapevines, 241–242
ground rules, meeting, 258–259
group socialization, and risk taking, 146
hiring, 71–82
and candidate’s attitude, 72, 81–82
and candidate’s desire to work, 79
and candidate’s judgment/follow-through, 80–81
of comfort-zone underachievers, 78–79
getting a second opinion on, 78
and job descriptions, 79–80
manager’s involvement in, 129–130
as manager’s responsibility, 34
managing the process of, 81
screening process for, 72–73
and unemployment rates, 77–78
use of tests in, 71–72
see also interviews
honest, being, 10
human resources department (HR), 129–131, 179, 265
humor, sense of, 249–252
importance, urgency vs., 234
improved outcomes, achieving, 157–162
improvement seed, planting the, 86–87
indispensability, avoiding, 220–221
infallibility syndrome, 212–213
informal interim appraisals, 189–190
informal writing, 239–240
information, providing accurate, 125–127
initiative, rewarding, 154–155
innovation, encouraging, 151–155
in-person communication, benefits of, 12, 170
input, requesting, 20
intellectual risks, 144
intelligence quotient (IQ), 206
intelligent risk taking, 157–158
interruptions, 231–232
interviews
as component of performance appraisal, 183–187
describing the job during, 79–80
establishing rapport in, 73–74
questions from applicants during, 76–77
sample questions for, 74–76
screening during, 72–73
IQ (intelligence quotient), 206
irritation, showing your, 16
job candidates, see hiring; interviews
job descriptions, 79–80, 177–179
job reviews, see performance appraisals
job scores, 179
job titles, 140–141
judgment, job candidates’, 80–81
judgment, passing, 68
Kaiser, Henry, 228
laughter, encouraging, 250–251
leaders, 6–7
leadership
authentic, 216–217
management vs., 63
of meetings, 257–258
and mentoring, 167
servant, 287
and showing concern, 35
and team building, 60–61
left-brain activities, 229
legal issues, 115–121
disability, 117
family and medical leave, 119
with performance appraisals, 182–183
privacy, 119
sexual harassment, 115–117
substance abuse, 118
workplace violence, 120
Liberty ships, 228
life balance, achieving, 279–282
The Limelight Seeker (behavior type), 69
listening, 27–32
lists, to-do, 228–229
logical tasks, creative vs., 229–230
loyalty
current state of, 133–134
to your superiors, 39–40
management
leadership vs., 63
situational nature of, 53
management seminars, 4–5
management-training programs, 4–5
managerial role, transitioning into, 35–36
managerial styles, 49–53
meetings, 253–262
advance notice of, 254–255
cost of, 253–254
with direct reports, 15
leading, 257–258
remote, 260–262
tips for successful, 258–259
your behavior during, 255–256
mental imagery, using, 238–240
mentors and mentoring, 42, 167
mergers, 110–111
methodicals (personality type), 44, 45
middle case outcomes, 159, 161
Millennials, 165–166
mixers (personality type), 44–45
monitoring
as manager’s responsibility, 34
of social media use, 174
monopolizers (personality type), 44, 45
The Moonlighter (behavior type), 69–70
motivation, 135–142
“barn raising” as, 136–137
and dovetailing, 138–140
manager’s role in creating, 137–138
and need for achievement, 142
self-, 135–136
status symbols and, 141–142
subjectivity of, 142
titles’ role in creating, 140–141
motivators (personality type), 44, 45
need for achievement, 142
nervousness, handling, 276–277
new employees, training of, 84
The Not-My-Jobber (behavior type), 70
objective, being, 214–215
office politics, 217–218
omnipotent ones, 5–6
online meetings, 260–262
online performance appraisals, 193
on-time habit, developing the, 235
open communication, 125–127
open-door policy, 190
organization
improving the structure of the, 14–16
“publics” of the, 73
structural changes in the, 110–111
organizational goal clarity, 59–60
organizing, as manager’s responsibility, 34
outcomes, achieving improved, 157–162
outside reading, 280–281
participative decisionmaking, 216
performance appraisals, 181–194
agenda for, 187
and appraisal inflation, 189
form for, 183–184
informal interim, 189–190
interview as component of, 185–187
and legal requirements, 182–183
manager’s responsibilities with, 183
online, 193
and open-door policy, 190
review of, 193
of satisfactory employees, 188–189
subjectivity factors in, 190–192
use of behavioral comments in, 192
personal attacks, avoiding, 96–97
personal hygiene, 101
personality styles, of managers, 43–45
personal problems, employees with, 67–68
personal touch, having a, 12
persuasion, as factor in risk taking, 148
physical risks, 144
planning
as manager’s responsibility, 34
for presentations, 265–268
of your time, 234
planting the improvement seed, 86–87
POSEMs, 159–162
positive self-image, 209
positive self-talk, 211
power, abusing your, 11
The Power of Risk (McCormick), 143, 157
PowerPoint, 267
praising others, 19, 20, 23–24
predecessor, following your, 9–10, 221
preferences, of your supervisor, 45–47
prejudicial mindsets, 213–214
presentation skills, developing your, 224–225, see also public speaking
privacy, employee, 119
probation, putting employees on, 104
problem, focusing on the, 277
problem employees, 65–70
rehabilitation of, 66
with serious personal problems, 67–68
tips for managing, 68–70
professional associations, membership in, 280
project teams, 256–257
promotion(s)
HR department and, 130–131
opportunities for, 4
seeking, 225
“publics,” company, 73
public speaking, 263–268
getting training in, 264–265
tips for, 265–268
quality control, 87–88
questions
answering, honestly, 10
important, before firing an employee, 108–109
in interviews, 74–77
quiet confidence, developing, 215
quiet time, 233
rapport, establishing, in interviews, 73–74
reading, outside, 280–281
rehabilitation, of problem employees, 66
relationship risks, 144
remote employees, 169–171
remote meetings, 260–262
resistance to change, 91–93
responsibility(-ies)
accepting, for mistakes, 211–212
manager’s, 33–37
team building and clarity of, 58–59
for training, 83–84
restating, as listening technique, 30
retirement, 6
right-brain activities, 229
risk quotient (RQ), 143–145, 147–149
risk taking, 143–149
awareness of inclination for, 145–148
and group socialization, 146
and identifying the risk, 158
intelligent, 157–158
and persuasion/communication, 148
situational aspect of, 147
styles of, 143
types of, 144
RQ, see risk quotient
salary administration, 195–201
equity in, 196–197
and making salary recommendations, 197–198
with problem employees, 103–104
and talent management, 199–201
sarcasm, avoiding, 251
screening, of job candidates, 72–73
second opinions, when hiring, 78
segmentation, of tasks, 227–228
self-confidence, 277–278
self-image, 209–218
and accepting responsibility for mistakes, 211–212
and admitting your shortcomings/prejudices, 212–214
and authentic leadership, 216–217
and being objective, 214–215
and confidence, 215–216
ego vs. positive, 209
and office politics, 217–218
strategies for improving, 210–211
self-motivation, 135–136
self-promotion, 223–224
servant leadership, 287
“settling in,” 9–11
70/30 rule, 234
sexual harassment, 115–117
shortcomings, admitting your, 212–214
“sink or swim” method of management training, 4, 11
skill(s)
listing of, in job descriptions, 178–179
required, for being a manager, 3
showing appreciation as acquired, 24–25
smartphones, 228
social media, 173–174
social risks, 144
solo decisionmaking, 215–216
span of control, 15
spiritual risks, 144
sponsor, acquiring a, 226
staff reductions, 110–111
starting out as a manager, 9–17
and communicating with your team, 12–13
and exercising your authority, 11–12
and existing friendships with reports, 13–14
and improving structure of the organization, 14–16
and reactions of others, 9–11
and your mood, 16–17
status symbols, 141–142
storytelling, 238
stress management, 275–278
styles, managerial, 49–53
subjectivity
of motivation, 142
in performance appraisals, 190–192
substance abuse, 118
success, dressing for, 222–223
superiors, dealing with your, 39–47
and building a good relationship, 41
and dealing with unreasonable superiors, 41–42
and driving away good people, 43
and loyalty, 39–40
at meetings, 255–256
and personality style of your manager, 43–45
and preferences of your manager, 45–47
supervisor, your
preferences of, 45–47
providing feedback to, 42
Table Topics, 264–265
talent management, 199–201
Talent Management Matrix, 199–201
task lists, flexibility with, 230
tasks
breaking, into smaller segments, 227–228
creative vs. logical, 229–230
prioritization of, 230–231
team building, 57–61
and clear roles/responsibilities, 58–59
and effective leadership, 60–61
and empowerment, 58
and goal clarity, 59–60
and open communication, 58
and rewards/accountability, 61
see also training
team(s)
communicating with your, 12–13
project, 256–257
risk quotients of members of your, 145
terminations, See firing employees
tests, hiring, 71–72
test syndrome, 237
time management, 227–235
and breaking tasks into smaller segments, 227–228
for creative vs. logical tasks, 229–230
and flexibility with task lists, 230
and handling interruptions, 231–232
with meetings, 254–255
and need for quiet time, 233
and task prioritization, 230–231
tips for, 233–235
and to-do lists, 228–229
and use of closed-office periods, 232
titles, job, 140–141
Toastmasters International, 264–265
to-do lists, 228–229
tooting your own horn, 223–224
top-flight people, driving away, 43
trainers
recognition of, 89
role of, 85–86
training, 83–89
and defining the job, 87
end of, 88–89
management-training programs, 4–5
as manager’s responsibility, 34
of new employees, 84
and planting the improvement seed, 86–87
providing feedback during, 87
in public speaking, 264–265
and quality control, 87–88
and recognition of trainer, 89
responsibility for, 83–84
and role of trainer, 85–86
“sink or swim” method of, 4, 11
and work hours, 282
in writing, 239–240
wrong approach to, 84–85
trust, building, 22
types, employee, 50–52
understatement, 11–12
understudies, 218–220
unemployment rates, 77–78
unreasonable managers, dealing with, 41–42
upward delegation, 247
urgency, importance vs., 234
vacation time, 6
video conferencing, 169, 260–262
violence, workplace, 120
visualization, 210–211
volunteering, 280
Walpole, Horace, 249
win-win, 211
workplace
social media in the, 173–174
violence in the, 120