Gary Winters

Coach  Workshop Facilitator Author

You’re the Boss, You Should Know!

As the boss, people come to you every day looking for answers: 

  • “Should I offer this customer a discount to make up for our delivery delay?”
  • “What do you think I should emphasize in my presentation?”
  • “Wouldn’t it be smart to take Helen off this project, and give her role to Ben?” 
  • “I’m falling behind on the Acme proposal. Got any suggestions?” 

People often expect their boss to have the answers – and right away!” 

But let’s get real. You won’t always have the right answers – and sometimes you’ll won’t have an answer at all. Things come up for the first time, or when you least expect it and catch you off-guard, or when you’re preoccupied by something else. 

Next time something comes up for which you have no thoughtful, straightforward, so-called right answer, respond by saying: 

“That’s a great question. Thanks for bringing it up.” 

Pause for a moment or two, as you consider possible answers. Who knows – maybe you’ll get lucky. If you draw a blank, ask them:

  • “If you knew the answer to your question, what would it be?” …or…
  • “If you didn’t need my approval, or I was unreachable for some reason, what would you do?”

Follow their answers with: 

  • “If we did that, what’s the best thing that could happen?”
  • “What’s the worst thing?” 
  • “What’s the most likely?” and then explore things a bit more.

At this point, you’ll probably have three things:

  1. A good answer (you’d both agree)
  2. A sense of how capable the staffer is at problem-solving (good to know when assigning future tasks or projects)
  3. A staffer feeling a bit more loyal to you because you mindfully relied on their skills to come to the best answer. 

One more thing…

If they ask a question you can’t answer, and it’s unlikely they could answer, simply admit you don’t know and add that you’ll find out and let them know. 

  • “Are we going to have the budget to hire a vendor to help with this project?” 
  • “Great question! I don’t know yet, but when our budget is approved by the end of the month, I’ll let you know.” 

“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.