C is for Credit
You want people to follow you? Give ‘em extra credit. By that, I mean make sure you’re giving them lots of credit when they perform.
Menu
Coach • Workshop Facilitator • Author
Coach • Workshop Facilitator • Author
You want people to follow you? Give ‘em extra credit. By that, I mean make sure you’re giving them lots of credit when they perform.
Okay, let’s have a show of hands. How many of you would say the business meetings you attend are productive, participatory, and a good use
What would you say are the odds of three different people coming to you independently, seeking your advice, each with the identical dilemma? That’s what’s
In one of my favorite blogs, Ask a Manager, a follower from the Northeast asked a question on Thursday: “Is it bad to stay home
If you’ve read What Your Boss Never Told You, my Quick Start Guide for New Managers, you met three types of employees – those who
Many years ago, I was fired from a publishing job. My boss decided I was not performing to his standards, and without any warning, I
My boss gave me a big smile and thanked me profusely. I left her office with a sardonic chuckle of disbelief. I had just made a
It’s easy to find and write about bad bosses—the one who yelled at my coworker in front of the whole office, the married one who
As of today, it has been 300 days since I’ve smoked a cigarette. I have smoked during three different periods in my life, the first
This post is taken from my latest book, So, How Was Your Meeting? which is available as a Kindle e-book here. Years ago, just before the
“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.
“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.
if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.
No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.
Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.
“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.
Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”
Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.
While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.
You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.
Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future.
Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?
If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.