Stop Telling. Start Leading! The Art of Managing People by Asking Questions

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9780977405602: Stop Telling. Start Leading! The Art of Managing People by Asking Questions

In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn't know. As you read this book, you'll find a number of questions that follow the Socratic tradition. The reason? Today's managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined "one size fits all" answers can't do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like "Demand and Encourage," "Ignore Standards," "Tolerate Negligence" or "Let Everything Go Uncontrolled." You'll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employees need to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don't. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don't have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a "reputation" and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can't be a requirement, but it's a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.

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Book Description Genius One, Inc., United States, 2005. Hardback. Book Condition: New. Language: English . Brand New Book ***** Print on Demand *****.In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn t know. As you read this book, you ll find a number of questions that follow the Socratic tradition. The reason? Today s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined one size fits all answers can t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. You ll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don t. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can t be a requirement, but it s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work. Bookseller Inventory # APC9780977405602

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Book Description Genius One, Inc., United States, 2005. Hardback. Book Condition: New. Language: English . Brand New Book ***** Print on Demand *****. In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn t know. As you read this book, you ll find a number of questions that follow the Socratic tradition. The reason? Today s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined one size fits all answers can t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management? Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. You ll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employeesneed to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don t. Step 4: What Do You Pay? A bonus is worth more than a thousand words. Bonuses don t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team? Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can t be a requirement, but it s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work. Bookseller Inventory # APC9780977405602

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Book Description Genius One, Inc. Hardcover. Book Condition: New. Hardcover. 204 pages. Dimensions: 9.1in. x 6.2in. x 0.9in.In the fifth century B. C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didnt know. As you read this book, youll find a number of questions that follow the Socratic tradition. The reason Todays managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc. -offering predefined one size fits all answers cant do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like Demand and Encourage, Ignore Standards, Tolerate Negligence or Let Everything Go Uncontrolled. Youll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employees need to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that dont. Step 4: What Do You Pay A bonus is worth more than a thousand words. Bonuses dont have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a reputation and the rest will work itself out-or will it Can the underdogs outperform the stars Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun cant be a requirement, but its a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work. This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Hardcover. Bookseller Inventory # 9780977405602

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