Harvard Business Review Manager's Handbook : The 17 Skills Leaders Need to Stand Out /
Harvard Business Review Press.
- First Edition
- Boston, Massachusetts: Harvard Business Review Press, 2017
- viii, 341p. : ill. ; 24cm
Book Description: The one primer you need to develop your managerial and leadership skills. Whether you're a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizes--a direct report's anxious questions, your boss's last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom from Harvard Business Review's management archive, the HBR Manager's Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees' trust. The book's brief sections allow you to home in quickly on the solutions you need right away--or take a deeper dive if you need more context.
Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization.
In the HBR Manager's Handbook you'll find: Step-by-step guidance through common managerial tasks Short sections and chapters that you can turn to quickly as a need arises Self-assessments throughout Exercises and templates to help you practice and apply the concepts in the book Concise explanations of the latest research and thinking on important management skills from Harvard Business Review experts such as Dan Goleman, Clayton Christensen, John Kotter, and Michael Porter Real-life stories from working managers Recaps and action items at the end of each chapter that allow you to reinforce or review the ideas quickly The skills covered in the book include: Transitioning into a leadership role Building trust and credibility Developing emotional intelligence Becoming a person of influence Developing yourself as a leader Giving effective feedback Leading teams Fostering creativity Mastering the basics of strategy Learning to use financial tools Developing a business case HBR Handbooks provide ambitious professionals with the frameworks, advice, and tools they need to excel in their careers. With step-by-step guidance, time-honed best practices, real-life stories, and concise explanations of research published in Harvard Business Review, each comprehensive volume helps you to stand out from the pack--whatever your role.
It includes Epilogue, Sources and Index Pages.
Contents Introduction 1 PART ONE Develop a Leader Mindset 1. The Transition to Leadership 7 Understanding your role as a manager 7 The difference between management and leadership 9 Demystifying leadership 10 Handling the emotional challenges of the transition 13 2. Building Trust and Credibility 23 Establishing your character 25 Demonstrating your competence 27 Cultivating authentic leadership 29 Ethics and integrity 32 3. Emotional Intelligence 37 What is emotional intelligence? 39 The power of self-awareness 39 Emotional steadiness and self-control 43 Managing an employee’s emotions 45 Building social awareness on your team 48 viContents 4. Positioning Yourself for Success 55 Redefining success 55 Understanding your organization’s strategy 57 Planning for strategic alignment 60 PART TWO Managing Yourself 5. Becoming a Person of Influence 67 Positional versus personal power 68 Managing up 71 Partnering with your peers 74 Silo busting and effectiveness 76 Promoting your ideas to others 78 6. Communicating Effectively 85 Finding your voice as a leader 85 Mastering the written word 87 Persuasive presentations 92 Conducting effective meetings 96 7. Personal Productivity 103 Time management essentials 104 Finding focus 107 Stress management 111 Work-life balance 115 8. Self-Development 121 Career purpose 122 Look for opportunities within your organization 124 Feedback from your boss and your team 130 Contentsvii PART THREE Managing Individuals 9. Delegating with Confidence 139 Benefits of delegation 140 Developing a delegation plan 141 Sharing your delegation plan with your employee 145 Provide support 149 Avoid reverse delegation 151 10. Giving Effective Feedback 155 Giving feedback in real time 156 Giving difficult feedback 158 Coaching and developing employees 162 Performance reviews 167 11. Developing Talent 175 Employee development as a priority 176 Creating career strategies with your staff 177 Developing high-potential talent 183 Stretch assignments 185 PART FOUR Managing Teams 12. Leading Teams 193 Team culture and dynamics 194 Managing cross-cultural teams 201 Managing virtual teams 203 Productive conflict resolution 208 13. Fostering Creativity 217 Plan a creative session 217 Tools for generating ideas 220 viiiContents Making sure all perspectives are heard 224 Dealing with negativity 227 14. Hiring—and Keeping—the Best 233 Crafting a role 233 Recruiting world-class talent 237 Retaining employees 244 Motivation and engagement 248 PART FIVE Managing the Business 15. Strategy: A Primer 255 Your role in strategy 256 What is strategy? 256 Developing your strategy 259 Leading change and transitions 263 16. Mastering Financial Tools 275 The basics of financial performance 276 Understanding financial statements 277 Budgeting 290 17. Developing a Business Case 297 Stakeholder perspectives 298 Clarifying the need and value 300 Cost/benefit analysis 302 Risk identification and mitigation 305 Writing your business case 307 Getting buy-in for your plan 308 Epilogue 313 Sources 315 Index 329