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To meet the challenges of today's work environment all employees must be focused on achieving business goals, with managers creating a work environment where personal effectiveness and continuous improvement is sought by all. In most organizations however, this is not the case and managers are left wanting as they either don't know what they need to do to be successful or are not effectively supported by their organization to do their role or both. This book provides managers with the '10 things successful managers know and do'. It is based on 'The Leadership Framework', a fully integrated model of principles and concepts for managing people. At the framework's core is a strong manager / employee relationship based on working together to achieve business goals. This relationship is a two-way, trusting, productive, working relationship with team members working to their full potential.
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PETER MILLS has over three decades of experience in human resources management in a range of industries, including engineering, manufacturing, investment, business equipment/IT, petroleum and utilities. He has held senior roles in organizations such as Sydney Water, Canon, Warman International and Caltex. He was also a board member for WaterAid.
Peter gained significant leadership experience:
Peter has led hundreds of team members in their leadership journey and presented at numerous conferences on a range of people management topics. He and his teams have excelled in many areas and won many awards. These include:
A new book based on the same Leadership Framework will be released in July 2016. The book titled ‘Building constructive working relationships’
The focus of this book is how to create the constructive working environment that enables productive work.
In recent years both individuals and organisations have focused on improving interpersonal skills. If you search the internet for the phrase ‘building constructive working relationships’ you will find a plethora of information about skills and behaviours. There is very little information of the organisational requirements or managerial requirements to create a work environment that both enables and supports constructive work. This has resulted in an over an emphasis on the symptoms without looking at the cause of work related conflict. The focus is on what is wrong with the individual rather than what is wrong with the working environment.
This book uses ‘The Leadership Framework’ as the basis for building constructive working relationships. The Leadership Framework is a complete, holistic and coherent system of managerial leadership. It considers the organisation as a purpose-built structure, with systems of work and specifically designed working relationships that enable people to work towards a common business purpose.
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