Obtain Immediately The Effective Manager Imagined By Mark Horstman Shared As Electronic Format
treściwa książka, Autorzy na podstawie swojego wieloletniego doświadczenia oraz badań ilościowych na szeroką skalę omawiają cztery zachowania, które decydują o efektywności menadżera.
Są nimi: oneonone'y, dawanie feedbacku, mentoring oraz delegowanie, Każde z tych zachowań zostało wyczerpująco opisane, z dużym naciskiem na najczęściej popełniane błędy, Really basic. A lot of the book was on the importance and mechanics of:s Let's make it clear since the very beginning:
this is NOT a book about leadership
it's a book about management gt efficient, pragmatic, focused on particular effect
So, if you're looking for tips, techniques, comments regarding: building teams, developing people, aligning to one vision, growing organization, creating a better workplace for everyone, etc.
this is
NOT a book you're looking for,
It isn't a book about project management either you'll find here nothing about finance, risk, staffing, scheduling, reporting, etc, Go search somewhere else.
This is a book about MANAGING PEOPLE teams, larger units, etc, And it does it's job it doesn't present you zillion of techniques, tricks or cases, Instead you're given a short set of very basic principles /pillars you should focus on in daytoday work with your directs, Unsurprisingly these all are around communication: building relationship, giving feedback,ons, delegating, etc, In fact, all that really makes sense amp truly applicable NOT fully in every management style though, but this is still far from complete image of an Effective Manager even if you insist on "managing people" approach.
Anyway, truly good read,
It's been years since I have managed anyone, so when my supervisor gave me this book and asked me to read it after my first direct report was hired, I was grateful for his investment in me.
The Effective Manager and Manager Tools seems to me to be a great system of applying teachable rules to management,
The book is designed to steer learning about management, Instead of "born managers" who would say: I just use my personality, it comes naturally to me we have "trained managers" who say: I learned a toolkit.
These are the exact methods, that are teachable and reproducible that help me manage better,
There are four principles:
Build Relationships
Communicate About Performance
Ask for More
Push Work Down
I can see having finished the book how many of the tools needed to accomplish the four principles my boss uses and how they've been effective with me.
He honestly does a kickass job sticking to the The Effective Manager's guidelines,
It's a short book for how much is in here, and it could easily serve as a reference if I get stuck.
I'm looking forward to starting Os with my new teammember soon,
Konkrety. Więcej takich książek,.The scope is a bit narrower than I expected, as too much of the content focuses on defending the concept ofons from a list of possible arguments against it.
The first and the last sections are quite interesting, though, I had bought this book in Jan, This was during one of my many browsing visits to my favourite coffee shop book store combo in Gurgaon Bahrisonss at the galleria market which has a small blue tokai inside.
While randomly browsing through the book shelves my favourite pastime, I spotted this book and it immediately spoke to me, While me normal self would have taken a picture to buy it online later and then forgot about it, I felt impulsive on this one, and I bought it forbucks! The MRP.
Every paisa of that buy is totally worth it, I have read this book, rather savoured each and every word of it, over the last two years, I think it is such a helpful book that this is the only physical book that I have carried with myself on my move abroad!
The book is written by Mark Horstman, who runs the famous podcast Manager tools.
The famous adage “Theres a cast for that” runs through the book and all the important topics and concepts of being an effective manager have a dedicated cast on the authors channel.
The book starts with explaining what is an effective manager, and mentions that the only two tasks of a manager are achieve the results, avoid attrition.
This is an over simplification of the duties of a manager, but if you look at it, from a veryfeet view, this is the only thing that the manager is responsible for.
The next chapter explains the four critical behaviors of a manager
, Get to know your people
, Communicate about performance
. Ask for more
. Push work down
The rest of the book is all about explaining the tools at disposal to achieve the above mentioned four critical behaviors and be an effective manager.
There are many important nuggets filled through the book, like the one on the importance of having a weekly one on one, and how to do it.
The importance in delivering feedback the right way is stressed upon in detail,
Coaching is a fundamental duty of every manager, and it is related to the behavior of asking for more, The four steps of coaching are
, Collaborate to set a goal
, Collaborate to brainstorm resources
, Collaborate to create a plan
, The direct acts and reports on the plan
The last section of the book is on pushing work down/delegating.
The delegation cascade is explained very well using an example how a CEO can bring on a new customer and push work down through the channel, and how it ultimately leads the organization to be better with the bottom most associate dropping five small balls to accomplish the new big ball that has been delegated down.
Overall the book is a wonderful and is a must read for any manager, more so for a new one.
I am sure to be referring back to it multiple times, It has become my company's management framework, Lots of practical advice but also high level overview on what a great manager looks like, Great great book. A book that gives not only mental framework on how to manage, but also the specific techniques and tools on how to implement the mental framework.
Every business schools should teach this,
A. Mental framework:
. Get to know your directs so that they can trust you,
. Chat about their performance so that they know how they do and make adjustments accordingly,
. Ask for more so that you deliver and your team improves,
. Push the work down so that they have bigger scope and you free up your bandwidth,
This is not rocket science, The author writes this in a common sense way with data backing the suggestions, I appreciate the both qualitative and quantitative aspects,
B. Execution:
.:allows you to get to your directs more,
Directs must own it.
Must be regular occurrence withmin as suggested optimal length,
Balance how much directs talk vs, you'd like to get through, but let directs own / go first this is your time for THEM,
Staff meeting to announce.
. Feedback conveys performance.
Ask for permission first.
When you do this, the impact is, Can you continue or work on that
,. Give feedback as soon as possible,:is the last resort, past which a priorweek feedback shouldn't be given because of the delay,
Start giving feedbackweeks into:enough trust has been earned, Do good feedback forweeks, Then mixed feedback for. If something keeps happening, consider coaching,
. Coaching.
No longer about deliverable. It's about failure to meet commitment say I'll work on that, but fail,
Collaborate on a goal, resources, plan timeline just kick it off for your directs, and let directs report it,
This can be applied to top performer more fun because no pressure or atrisk performers the results of which is the termination of employment relationship.
. Delegation.
Delegation is assigning your regular responsibilities to your directs, not typically assignment,
Delegation allows you to focus on more important issues even, and your directs to have bigger responsibilities,
Delegate what you know how to do, 
Delegate even you know you can do better,
Delegate based on what your directs best at, would like, need to, or want,
Kick off delegation as soon as you earn trust, Kick if off in staff meeting as you'd do for:, delegate, feedback, and coaching,
Method: I'd like your help on XYZ, reasons, ask for permissions, context, and timeline / deliverable quality / audit mechanism,
This is a book I'd revisit for sure in the future, Thanks for putting all these management knowledge together, This book proposes and addresses the problem that frontline managers aren't very good, because they were promoted from their usual job functions into a role that wasn't welldefined, and demanded accountability for a nebulous set of deliverables.
I liked it because it took an opinionated stance on the role of the frontline manager, and defined it around a value proposition that can easily be used to prioritize the myriad duties managers are called on to handle.
The concepts are pragmatic, The book gives a formula for having regularonmeetings with staff, for delivering feedback, and for asking more out of your directs.
It explores pitfalls and common objections, And its recommendations are all backed up more deeply by the "Manager Tools" podcast on which this book is based,
Management is filled with ambiguity, competing values, and an endless sprawl of work, But this book boils it down to a small set of core functions, "first principles" around which you can shape your own management experience.
For fans of Horstman's longrunning podcast, Manager Tools, this may be a bit of a redundant read, or, depending on how long you've listened, it may actually be a great, indepth dive into Horstman's four central pillars of being an effective manager.
Of course for those who have never heard of Horstman or the Manager Tools podcast, ti might all be new, In any case, the book focuses exclusively on how to implement and conduct oneononess, feedback, coaching, and delegation, Horstman's brilliance in laying tou these managerial behaviors/strategies is to both fully explain why they work, how they work, and covering in extensive detail all the ways they can be done improperly as well as the ways to deal with directs who push back against the strategies in any number of ways.
The writing is clear, concise, and informative and the strategies all appear quite sound, My one suggestion would be for him to spend a bit more time talking about these strategies within the context of teleworkers and/or and office that is largely made up of remote employees.
That's not to say he doesn't discuss the four mamagement pillars in those contexts, but more to point out that much of the book is written with a traditional office in mind, where people are generally all in the same space at the same times throughout the week.
Really nice short book on management, Many of these books suffer from "could be a pamphlet" syndrome, but this one dodges it pretty well, only happening a few times.
Very blunt, very actionable, easy and concrete recommendations to follow, .