Collins Business Secrets: People Management

  • 1h 14m
  • Rus Slater
  • HarperCollins
  • 2010

The people management secrets that experts and top professionals use.

Get results fast with this quick, easy guide to the fundamentals of People Management Includes how to :

  • Build a business-like relationships with your direct reports
  • Set clear targets and monitor them
  • Understand different personality types and how to manage them
  • Deliver criticism and compliments in the right way
  • Mentor your employees to produce fantastic results

About the Author

Rus Slater is a management consultant and trainer in the UK who has worked in many areas of industry, commerce, public service and a military. He has managed people and advised on the management of teams for many years.

In this Book

  • Collins Business Secrets—People Management
  • Managing people is hard but rewarding
  • Know what your own boss expects
  • Decide if you are a manager or a leader
  • Balance your decisions
  • Don’t be consistent!
  • Learn to delegate
  • Lead by example
  • Think about TOM
  • Create a ROWE
  • AIM to pick the right person for the job
  • Get the team performing quickly
  • Create a team identity
  • Create a team charter
  • Manage the people you don’t see
  • Manage part-timers and matrix workers
  • Make proper plans
  • Define meaningful goals
  • Understand SMART goals
  • SMART is specific
  • SMART is measurable
  • SMART is achievable
  • SMART is relevant
  • SMART is time-bound
  • Know the SHABBY and PRISM approaches
  • Make the mundane more exciting
  • Know the hierarchy of needs
  • Motivate beyond money
  • Identify people’s personal motivators
  • Influence people to want what you want
  • ‘Catch’ people doing things right
  • Empower your people
  • Practise the art of delegating
  • Support your people
  • Identify good performance
  • Reward good performance
  • Help people learn from good performance
  • Maintain good performance in a crisis
  • Beware the ‘Peter Principle’
  • Identify poor performance
  • Confront an instance of poor performance
  • Coach a poor performer to improve
  • Monitor a poor performer
  • ‘Manage out’ a very poor performer
  • Analyse your own performance
  • Commit to developing your people
  • Develop people on a tight budget
  • Help people leave their ‘comfort zones’
  • Set objectives that stretch people
  • Remember to develop yourself
  • Improve the working environment
  • Promote your people’s image
  • Jargon buster
  • Further reading
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