Summary

Learning how to be a great manager can take years. Novice managers have their work cut out for them: all new skills to learn, different personalities to deal with, and greater responsibilities to fulfill. This book gives readers the tools they need to get great results from their people now.The New Manager's Tool Kit provides a fresh, friendly approach for those charged with the task of supervision. The book encourages readers to take on the challenges of management and provides them with fast, powerful lessons to help them: * increase productivity * unlock hidden talent * work with different types of people * communicate effectively * diagnose problems * coach good or problematic employees * turn on teamwork * avoid burnout * eliminate conflict * nurture the next generation of managersRanging from basic skills to those more advanced, this book gives fledgling managers the help they need to succeed with flying colours, right from the start.

Author Biography

Don Grimme and Sheryl Grimme (Tamarac, FL) are co-owners of GHR Training Solutions, which provides training for companies and government agencies including Motorola, NASA’s Kennedy Space Center, and Auntie Anne’s. They are frequent keynote speakers and presenters at national conferences.

Preface	p. xi
Introduction: A Tool Kit for Today's Workplace	p. 1
Leading People	p. 6
What Do Employees Want?	p. 6
Turn On Talent ... and Turn Off Turnover	p. 9
Unleash Their Productivity	p. 25
Balance Their Work and Life	p. 33
Different Strokes	p. 38
Individual Differences	p. 38
Embrace Diversity	p. 41
Get a Grip on Generations	p. 57
Focus On Ability	p. 65
Leader Effectiveness	p. 78
Open Two-Way Communication	p. 78
Tell Them What Worked ... and What Didn't	p. 81
Ask Them ... Then Listen	p. 89
Optimizing Contributions	p. 96
The Three Strategies ... and a Precursor	p. 96
Diagnose Problems	p. 99
Coach the Good Ones ... and the Not So Good	p. 103
Mentor the Great Ones	p. 110
Turn On Teamwork	p. 114
Personal and Interpersonal Effectiveness	p. 120
Life Skills	p. 120
Blow Away Burnout	p. 123
Stay on Top of Stress	p. 133
Accentuate the Positive	p. 139
Assert Yourself ... and Deal with "Difficult" People	p. 151
Own Your Anger ... Don't Let It Own You	p. 161
Rise to the Challenge of Change	p. 172
Eliminating Conflict	p. 178
Barriers to an Effective Workplace	p. 178
Prevent All Forms of Harassment	p. 181
Prevent Workplace Violence	p. 197
Defuse and Protect	p. 214
Afterword	p. 222
Ten Tips to Protect Against Harassment Charges	p. 223
Ten Steps to Manage Workplace Violence	p. 227
The Impending Leadership Crisis	p. 232
Resource Guide-Books and Websites Organized by Tool	p. 239
Index	p. 251
Table of Contents provided by Ingram. All Rights Reserved.

Supplemental Materials

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Excerpts

TOOL 1 Turn On Talent ... and Turn Off Turnover There is a crisis in America today. The one we?re talking about has noth- ing to do with telemarketing, as annoying as that is, or even the troubling economy. Rather, we're referring to the diminishing ability of organizations in every sector of our society to attract, retain, and motivate talented employees, that is, to survive. It is employee retention especially that has emerged as the workplace issue of the decade. In 2006, the Society for Human Resource Management (SHRM), in its Workplace Forecast, predicted that the number one employment trend most likely to have a major impact on the workplace is a greater emphasis on retention strategies. And in a 2007 study by the global employee retention research firm TalentKeepers, 88 percent of employers reported turnover had stayed the same or increased...and 45 percent forecasted a further increase in turnover (only 3 percent predicted a decrease). You see, our longheld assumption of an everexpanding talent pool has been shattered by such factors as the retirement of aging Baby Boomers, lower birthrates, tighter immigration rules, and an increase in the skills demanded for today's jobs. The first three factors explain this quantitatively. But it is the last one, the qualitative factor, that is the sticking point. More than a shortage of bodies, this is a crisis of abilities--the talent in "talent pool." In addition, employee loyalty is down. According to a 2005 survey conducted by the Society for Human Resource Management, 79 percent of employees are job searching, either actively or passively. In fact, the most frequently asked question put to SHRM is, "How can we keep talent from jumping to our competitors?" Fortunately, every crisis contains not only danger but also opportunity. In this tool, you will learn the secret to transforming this dangerous crisis into an opportunity for you and your organization to flourish. TRANSFORMING DANGER INTO OPPORTUNITY Employers are groping for ways to attack the problem. The 2005 SHRM survey found that the techniques used are salary adjustments, job promo- tions, bonuses, more attractive benefits and retirement packages, and stock options--