Coach • Workshop Facilitator • Author
Explore dozens of FREE articles (with more coming all the time) to inspire and enhance your leadership and management practice. I’d love to hear your suggestions for future posts.
The ideal manager is hands-off whenever possible, and hands-on whenever needed. Too hands-off, and you’ll be seen as aloof, uncaring and disinterested. Too hands-on, and
“What the caterpillar calls the end of the world, the master calls a butterfly.” – Richard Bach There’s a particular management challenge that’s rarely discussed
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 do oxygen masks, red flags, and sharp axes have in common? They are barometers of self-care. You can’t lead others effectively if you
Managing friends, former peers or co-workers is rarely easy when you first become their manager. Most of the time, people find themselves in this awkward
It’s been widely observed and generally accepted that the world is changing at a faster clip than ever, and that the rate of change is
There are three simple but powerful questions that can help you improve your effectiveness and better understand your impact on others. Imagine if you
I have long believed, and know for a fact, that most of what we call leadership behavior can be learned. But some of what
What does it really mean, to lead? There are literally dozens of definitions, but the one I like the most is this (attributed to Dwight
Years ago I worked for a summer in the maintenance department of my high school. One day I came to work, and my supervisor asked
“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.