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The Harvard Business Review Manager’s Handbook: The 17 Skills Leaders Need to Stand Out PDF

352 Pages·2017·1.702 MB·English
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Manager’s Handbook The 17 Skills Leaders Need to Stand Out H arvard B usiness R eview M anager’s H andbook H arvard B usiness R eview M anager’s H andbook The 17 Skills Leaders Need To Stand Out Harvard Business Review Press Boston, Massachusetts HBR Press Quantity Sales Discounts Harvard Business Review Press titles are available at signifi cant quantity dis- counts when purchased in bulk for client gifts, sales promotions, and premiums. Special editions, including books with corporate logos, customized covers, and letters from the company or CEO printed in the front matter, as well as excerpts of existing books, can also be created in large quantities for special needs. For details and discount information for both print and ebook formats, contact [email protected], tel. 800-988-0886, or www.hbr.org/bulksales. Copyright 2017 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 The material in this book has been adapted and revised from works listed in the Sources section and from Harvard Business Essentials Manager’s Toolkit: The 13 Skills Managers Need to Succeed (Boston: Harvard Business School Publishing, 2004), subject advisor Christopher Bartlett. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@ hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The web addresses referenced in this book were live and correct at the time of the book’s publication but may be subject to change. Library of Congress Cataloging-in-Publication Data Names: Harvard Business Review Press. Title: The Harvard Business Review manager’s handbook : the 17 skills leaders need to stand out. Description: Boston, Massachusetts : Harvard Business Review Press, [2017] Identifi ers: LCCN 2016030997| ISBN 9781633691247 (pbk. : alk. paper) | ISBN 9781633692114 (hardcover : alk. paper) Subjects: LCSH: Management —Handbooks, manuals, etc. Classifi cation: LCC HD38.15 .H375 2017 | DDC 658.4/092—dc23 LC record available at https://lccn.loc.gov/2016030997 eIBSN: 9781633692299 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48-1992 Contents Introduction 1 PART ONE Develop a Leader Mindset 1. The Transition to Leadership 7 Understanding your role as a manager 7 The diff erence between management and leadership 9 Demystifying leadership 10 Handling the emotional challenges of the transition 13 2. Building Trust and Credibility 23 Establishing your character 25 Demonstrating your competence 27 Cultivating authentic leadership 29 Ethics and integrity 32 3. Emotional Intelligence 37 What is emotional intelligence? 39 The power of self-awareness 39 Emotional steadiness and self-control 43 Managing an employee’s emotions 45 Building social awareness on your team 48 vi(cid:2)Contents 4. Positioning Yourself for Success 55 Redefi ning success 55 Understanding your organization’s strategy 57 Planning for strategic alignment 60 PART TWO Managing Yourself 5. Becoming a Person of Infl uence 67 Positional versus personal power 68 Managing up 71 Partnering with your peers 74 Silo busting and eff ectiveness 76 Promoting your ideas to others 78 6. Communicating Eff ectively 85 Finding your voice as a leader 85 Mastering the written word 87 Persuasive presentations 92 Conducting eff ective meetings 96 7. Personal Productivity 103 Time management essentials 104 Finding focus 107 Stress management 111 Work-life balance 115 8. Self-Development 121 Career purpose 122 Look for opportunities within your organization 124 Feedback from your boss and your team 130 Contents(cid:2)vii PART THREE Managing Individuals 9. Delegating with Confi dence 139 Benefi ts of delegation 140 Developing a delegation plan 141 Sharing your delegation plan with your employee 145 Provide support 149 Avoid reverse delegation 151 10. Giving Eff ective Feedback 155 Giving feedback in real time 156 Giving diffi cult feedback 158 Coaching and developing employees 162 Performance reviews 167 11. Developing Talent 175 Employee development as a priority 176 Creating career strategies with your staff 177 Developing high-potential talent 183 Stretch assignments 185 PART FOUR Managing Teams 12. Leading Teams 193 Team culture and dynamics 194 Managing cross-cultural teams 201 Managing virtual teams 203 Productive confl ict resolution 208 13. Fostering Creativity 217 Plan a creative session 217 Tools for generating ideas 220 viii(cid:2)Contents Making sure all perspectives are heard 224 Dealing with negativity 227 14. Hiring—and Keeping—the Best 233 Crafting a role 233 Recruiting world-class talent 237 Retaining employees 244 Motivation and engagement 248 PART FIVE Managing the Business 15. Strategy: A Primer 255 Your role in strategy 256 What is strategy? 256 Developing your strategy 259 Leading change and transitions 263 16. Mastering Financial Tools 275 The basics of fi nancial performance 276 Understanding fi nancial statements 277 Budgeting 290 17. Developing a Business Case 297 Stakeholder perspectives 298 Clarifying the need and value 300 Cost/benefi t analysis 302 Risk identifi cation and mitigation 305 Writing your business case 307 Getting buy-in for your plan 308 Epilogue 313 Sources 315 Index 329 Introduction You’ve likely become a manager because you were successful as an individ- ual contributor. You did good work and got it done on time, and developed technical and professional skills that allowed you to excel. Now you’ve been asked to play a larger role. As a manager, you’ll measure success differently—through the achieve- ments of your team rather than your individual accomplishments. This calls for a different skill set. When you become a manager, your technical expertise remains important but no longer defi nes your responsibilities. Your job is to get results through the creativity, expertise, and energy of others. For example, your sales skills may have gotten you promoted to the rank of district sales manager, but your success as a manager will depend on other capabilities: your ability to gain infl uence in your organization, to manage the emotional culture of your team, to hire and retain good people, to motivate and develop the potential of each member of your team, to think strategically, to make good decisions, to inspire and enable creativity and innovation, and so much more. Whether you’re new to management or a seasoned veteran, the HBR Manager’s Handbook will help you learn the essential skills that all effec- tive managers must master. This book is for you if you’re ambitious and want to become more effi cient, more effective, more inspiring. You’re al- ready a manager, but perhaps you want to be a leader, too—someone who brings out the best in your employees and drives change within your com- pany. The HBR Manager’s Handbook will show you how.

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