Gary Winters

Coach  Workshop Facilitator Author

What brought you to the party may get you shown the door…

Have you ever wondered why you were chosen for a leadership role in your organization?

Maybe you’re that rare exception, but here’s how most organizations promote individual contributors and put them in charge of the group – they look for those with robust technical skills and ask them to run the show.

Great software engineers are promoted to IT Manager. Great marketing professionals are promoted to Brand Manager. Great financial analysts are promoted to Finance Manager, and so on…

Your technical skills are probably what set you apart and got you noticed. They are almost definitely a major factor in your promotion. That’s what brought you to the party.

But now that you’re here, you’ll need two other skill sets to succeed.

You’ll need interpersonal skills when you coach a team member, help resolve a conflict between members of your team, deliver feedback, mentor someone, or even run a better meeting, making sure all points of view are heard and honored.

You’ll need political skills when you compete inside the organization for slack resources, when you figure out the difference between the org chart and reality and how to leverage that knowledge, or when you take a risk that trumps written policy and procedures.

Here’s some straight talk: the technical skills which got you promoted won’t be enough to sustain you in your new role. Technical skills must take a back seat to people skills.

Welcome to the people business.

Where you once thrived solving technical challenges, you will now be expected to solve people problems. If you rely on your technical expertise, and neglect the human side of leadership, sooner or later, you will be shown the door. Your team will eventually sabotage you, your peers will start to avoid you, and your boss will withdraw his or her support. Your strengths will have become your liability.

Too harsh?

Perhaps. If you’re one of the fortunate few who brought people skills to the new position, all the better. But if you’re like most folks, you spent years honing your technical skills and got so good at them they put you in charge. If you want to succeed in this new adventure, focus on developing your people skills.

Leadership is all about people.

“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.