It's ok to ask 'em to work... : and other essential maxims for smart managers
McNair, Frank2000
Book
Total copies: 1
"Not since Benjamin Franklin penned Poor Richard's Almanac has the world seen a more avid, committed, and talented aphorist than Frank McNair. And it's never seen one who looks so sharply and wittily at the world of work. Now, McNair crystallizes the complex tasks of people management into 119 practical, memorable maxims that you can put to instant use - or store away to meet future challenges."--BOOK JACKET.
Main title:
Author:
Imprint:
New York : AMACOM, American Management Association, c2000.
Collation:
xvii, 154 p. : ill. ; 24 cm.
Notes:
Includes bibliographical references (p. 147-148) and index.
Contents:
Vision and Planning -- If You Don't Read the Signs, You'll Fall Through the Bridge -- Manage the Vision and the Strategy, Not Just the Business Operations -- A Plan Is Not a Straitjacket--Build Flex Into Your Plan -- A Business Is Not a Restaurant--Avoid "Strategy du Jour" -- Give It Up! There Is No Lone, Perfect Strategy -- Eighty Percent Strategy Executed With 100 Percent Commitment Always Beats 100 Percent Strategy Executed With 80 Percent Commitment -- Input Raises Buy-In -- If You Don't Know Where You're Going, You'll Probably End Up Somewhere Else -- If You Fail to Plan, Then Plan to Fail--Prior Planning Prevents Poor Performance -- Motivation -- No One Can Motivate Anyone to Do Anything -- We Can Create Circumstances in Which People Motivate Themselves -- You've Got to Walk the Talk -- Broadcast on Radio Station WII-FM -- If You Listen Long Enough, People Will Tell You What Motivates Them -- People Come in Two Types: Carrot People and Stick People -- If You Watch Long Enough, People Will Show You How to Motivate Them -- You Can Waste a Lot of Time Feeding Carrots to Stick People -- The Managerial Golden Rule: Do Unto Others as They Would Like to Be Done Unto! -- Expectations -- Paint a Clear Picture of the Target -- I Can't Hit a Target I Can't See -- Everyone Wasn't Raised at Your House -- Common Sense Ain't Near as Common as It Used to Be -- To Be Worth a Damn, a Goal Must Be SMART -- Most Work Gets Done the Day Before It's Due -- A Detailed Examination of the SMART Method of Goal Setting -- Coaching: Them That Can, Does--Them That Teaches Are Priceless -- Common Sense Ain't Near as Common as It Used to Be II -- People Learn in Different Ways: To Be Effective, Teach in the Learner's Most-Preferred Style -- If You Observe and Listen Long Enough, People Will Tell You How They Like to Learn -- Discovered Learning Always Beats Revealed Learning -- People Never Argue With Their Own Data -- It Is Easier to Listen People Into Learning Than to Talk Them Into Learning -- To Be a Good Coach, Use the COACH Model -- Feedback and Performance Management: What You Reward Is What You Get -- People Will Respect What You Expect If You Inspect -- What You Count Is What You Get, so Count the Right Things -- Don't Confuse Motion With Progress -- SMART Targets Are Foundational for Feedback and Performance Management -- To Give Useful Feedback, Be a SMART ONE -- Life Is Mostly Packaging -- The Feedback Flow Chart -- Positive Feedback Encourages Behavior--Developmental Feedback Extinguishes Behavior -- Ignoring Good Behavior Extinguishes It--Ignoring Undesirable Behavior Encourages It -- Feedback Is a Process, Not an Event -- If the Employee Is Surprised at Review Time, It's Your Fault -- You Don't Have to Be Mad to Give Developmental Feedback -- Developmental Feedback Is an Investment in the Employee -- I'm Not Here to Prosecute the Guilty, I'm Here to Solve the Problem -- Rewards and Consequences -- Different Things Have to Happen to Good Performers vs. Poor Performers -- Pay Attention to the Middle -- Bad News Ages Poorly -- Pay Off in Currency That Matters to the Employee -- It's Not Our Job to Make Value Judgments About Our Employees' Motivators -- Match the Magnitude of the Payoffs--or the Consequences--to the Magnitude of the Performance -- Ignoring Improvement in Performance Will Extinguish It--Ignoring Slippage in Performance Will Encourage It -- Just Do It--NOW! -- For Different Results, Change the Pattern -- In General, People Change Behavior When the Pain of Changing Is Less Than the Pain of Staying the Same or When the Joy of Changing Is Greater Than the Joy of Staying the Same -- Relationship Management -- Everyone Is Keeping Score, and That's Okay -- Use the Relationship Ledger to Know the Score -- What Is an Investment to One Employee Can Be a Withdrawal to Another -- Absent Any Other Information, Assume Your Employee Is a Carrot Person -- If You Listen Long Enough, People Will Tell You How to Invest in (Motivate) Them -- It
ISBN:
0814405177
LC class:
HD31 MCN
Language:
English
Subject:
BRN:
4438