- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
A WALL STREET JOURNAL AND USA TODAY BESTSELLER
An actionable strategy guide for busy professionals who want to level up their management game
In The Manager's Handbook, Stanford Graduate School of Business faculty member, serial entrepreneur, and investor in over 100 companies, David Dodson, delivers an insightful work that describes, in highly practical detail, five skills every great manager needs to know if they want to get things done.
Managers desperately want a crisp, how-to book that will show them—in one single title—the way to master the most important skills necessary to run an organization. The Manager's Handbook organizes the five essential skills of effective implementation into one, simple-to-read, easy-to-use, book. The Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.
In the book, you'll learn how to get better at running any kind of organization by breaking down each essential skill into bite-sized sub-skills you can easily and quickly learn. You'll also find:
Digestible tips and tactics for hiring the best people, onboarding, performance feedback, and improving the performance of underachievers
A model script for how to begin an exit interview
Ways to let people go from your organization gracefully, quickly, and with compassion
The Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.
Contents
Foreword xi
Acknowledgments xiii
Introduction: Five Must-Have Skills from People Who Get Things Done 1
Part I Commitment to Building a Team 9
1 Hire for Outcomes 11
2 The 100-Day Window 31
3 Instant Performance Feedback 39
4 The 360 Review 47
5 Coaching Underperformance 57
6 Breaking Up Is Hard to Do 67
7 Never Waste a Last Goodbye 84
Part II Fanatical Custodian of Time 93
8 Activity Is Not Progress 95
9 Make Your Day to Make Your Month 105
10 Curing the Digital Disaster 117
11 Seven Steps to Running a Great Meeting 125
12 Delegating 134
Part III Willingness to Seek and Take Advice 143
13 Five Questions 145
14 Finding and Using Mentors 153
15 Executive Coaching 159
16 A Board of Advisors 167
Part IV Setting and Adhering to Priorities 177
17 Key Performance Indicators 179
18 The Operating Plan 186
19 Alignment Through Compensation 193
Part V An Obsession with Quality 205
20 Quality Drives Profit 207
21 Walk Behind the Tractor 215
22 A Vow to Wow 226
Implementing the Five Must-Have Skills from the Manager's Handbook 237
Notes 241
Index 255
