Gary Winters

Coach  Workshop Facilitator Author

There are those who think that managing people

is like herding cats.

I know, because I used to believe it too.

Promoted as a “high potential” individual contributor, I was clearly unprepared for the challenges of managing others.

Instead, I was congratulated for my promotion, given a hearty handshake, and told “You’ll do great! You start Monday.”

With my head swollen with pride and my heart pounding with anxiety, I launched my managerial career, nearly doing a belly-slam as I dove in. The best, and probably only thing I had going in my favor was a burning desire to learn how the great managers did what they did. 

I discovered a passion early in my managerial career. I was determined to learn what effective managers did – and pass that along to others. Not academic theories, but actual, practical, everyday actions that made their jobs easier and productive. 

To date, I have consulted with 300+ organizations, facilitated management workshops for over 40,000 participants, and coached leaders from front-line supervisors to CEOs. I started a blog, The Leadership Almanac, in 2008, and wrote seven books (so far) which are all geared toward making your job easier. 

If you want to make your job easier, choose an option below:

Choose from two collections of practical, affordable books:

  • The Just In Time series are bite-sized nuggets focusing on an issue you’re dealing with right now.
  • Others are full-size books, written in a conversational style, each with dozens of stories and anecdotes illustrating effective management techniques.

For over thirty years, I’ve been designing and delivering hundreds of workshops, seminars and team building retreats, over 40,00 participants to date.  I primarily focus on new (or  potential) supervisors and managers. 

All can be customized to meet specific client needs. Nowadays, all (except team building) can be delivered by Zoom. 

What do top athletes have in common? They’re at the top of their game – and they all have a coach. They know you can take yourself only so far without the help of others.

As your coach, I dedicate my full attention to you. I can help you move from where you are to where you want to be, by focusing exclusively on strategies and techniques to reach your goals.

In The Leadership Almanac, you can explore the nitty gritty of leadership, from how leaders create a compelling vision of the future to how they sweat the small stuff, from how they make tough decisions to how they navigate a difficult conversation, from how they inspire to what makes them perspire, and much, much more. 

“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.