The New Manager's Tool Kit: 21 Things You Need to Know to Hit the Ground Running

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  • Format: Paperback
  • Copyright: 2008-11-05
  • Publisher: AMACOM
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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.

Table of Contents

Prefacep. xi
Introduction: A Tool Kit for Today's Workplacep. 1
Leading Peoplep. 6
What Do Employees Want?p. 6
Turn On Talent ... and Turn Off Turnoverp. 9
Unleash Their Productivityp. 25
Balance Their Work and Lifep. 33
Different Strokesp. 38
Individual Differencesp. 38
Embrace Diversityp. 41
Get a Grip on Generationsp. 57
Focus On Abilityp. 65
Leader Effectivenessp. 78
Open Two-Way Communicationp. 78
Tell Them What Worked ... and What Didn'tp. 81
Ask Them ... Then Listenp. 89
Optimizing Contributionsp. 96
The Three Strategies ... and a Precursorp. 96
Diagnose Problemsp. 99
Coach the Good Ones ... and the Not So Goodp. 103
Mentor the Great Onesp. 110
Turn On Teamworkp. 114
Personal and Interpersonal Effectivenessp. 120
Life Skillsp. 120
Blow Away Burnoutp. 123
Stay on Top of Stressp. 133
Accentuate the Positivep. 139
Assert Yourself ... and Deal with "Difficult" Peoplep. 151
Own Your Anger ... Don't Let It Own Youp. 161
Rise to the Challenge of Changep. 172
Eliminating Conflictp. 178
Barriers to an Effective Workplacep. 178
Prevent All Forms of Harassmentp. 181
Prevent Workplace Violencep. 197
Defuse and Protectp. 214
Afterwordp. 222
Ten Tips to Protect Against Harassment Chargesp. 223
Ten Steps to Manage Workplace Violencep. 227
The Impending Leadership Crisisp. 232
Resource Guide-Books and Websites Organized by Toolp. 239
Indexp. 251
Table of Contents provided by Ingram. All Rights Reserved.


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--

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