Best Practices: Managing People: Secrets to Leading for New ManagersIn today's hypercompetitive business climate, managers who help employees achieve their individual potential stand to get—and stay—ahead. Managing People, a comprehensive and essential resource for any manager on the run, shows you how. Learn to:
The Collins Best Practices guides offer new and seasoned managers the essential information they need to achieve more, both personally and professionally. Designed to provide tried-and-true advice from the world's most influential business minds, they feature practical strategies and tips to help you get ahead. |
From inside the book
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Page 9
... criticize your staff in public. Do fix the problem, not the blame. Don't be dishonest when you have bad news to deliver. Don't tune out an employee who is telling you something you don't want to hear. Do listen before you speak. Do ...
... criticize your staff in public. Do fix the problem, not the blame. Don't be dishonest when you have bad news to deliver. Don't tune out an employee who is telling you something you don't want to hear. Do listen before you speak. Do ...
Page 12
... Criticize in Private As a manager, you are likely to have your share of positive and negative experiences with employees. Be sure to praise an employee publicly when you catch him or her doing something right. Praise the individual for ...
... Criticize in Private As a manager, you are likely to have your share of positive and negative experiences with employees. Be sure to praise an employee publicly when you catch him or her doing something right. Praise the individual for ...
Page 14
... criticism, however, keep it private. Deliver negative feedback as soon as you can after a poor performance or an instance of unacceptable behavior. Speak with the employee calmly, without becoming emotional or heated. Always criticize ...
... criticism, however, keep it private. Deliver negative feedback as soon as you can after a poor performance or an instance of unacceptable behavior. Speak with the employee calmly, without becoming emotional or heated. Always criticize ...
Page 15
... criticize the individual. Focus instead on the individual's actions or performance. Don't get emotional when criticizing. Don't be sweepingly negative. Point to specific actions or incidents instead—and do it soon after they have ...
... criticize the individual. Focus instead on the individual's actions or performance. Don't get emotional when criticizing. Don't be sweepingly negative. Point to specific actions or incidents instead—and do it soon after they have ...
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Best Practices: Managing People: Secrets to Leading for New Managers Barry Silverstein No preview available - 2009 |
Common terms and phrases
ability accept accomplish achieve action Agree appropriate assess become begin behavior believe better budget build candidates challenges communicate complete consider continue corporate course create criticism decisions define delegate determine develop direction Don’t Dont’s Drucker effectively effort employees encourage establish excellence execute expect experience explain feedback feel firm formal give goals ideas impact important improve individual individual’s inspire interview keep lead leader leadership learning listening measurable meet milestones monitor motivate negative objective offer opportunity organization percent performance person Peter positive POWER POINTS Practices problem progress project management questions reach reprimand requirements responsibility rewards roles schedule scope share situation skills someone SOURCE specific staff standard strong style success sure tasks team members team’s termination things thinking understand written