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Coaching For Development: A Resource and Guide for Managers Darlene Davis, MA

Coaching for Development: A Resource and Guide for Managers introduces practical coaching strategies, and the processes and tools managers need to guide and support employees in their career planning and development.

You will

• Learn how to use the Career Options Model to guide your employees in developing their careers to their fullest potential.

• Gain an understanding of the four types of career coaching and how to effectively use each type.

• Acquire coaching strategies that will help you plan and conduct effective career discussions with your employees.

• Explore the dynamics of the multi-generational workplace and the beliefs, experiences, values, attitudes and expectations each generation brings to the job.

• Gather tips on how to bridge the generation gap, avoid conflict, and implement strategies to manage each generation effectively.

• Be introduced to Seven Surefire Recognition Tips.

• Develop a strategy to acknowledge a star performer on your team.

• Recognize the value of fun in the workplace.

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Managing FeelingsIn Team Decision Making“A Step-by-Step System to Balance Feelings and Rationality”.

Michael Horton, EdD

Leaders must manage a multitude of variables in team decision-making. Feelings are part of those variables. Feelings are important to team decision-making. To accomplish this leaders need a system to effectively manage expressed feelings.

This book demonstrates a system that leaders and teams can apply to maximize the role of feelings in team decision-making. This system shows how to track feelings that are:

• Rooted in Personal Experience
• Related to Information
• Prompted by Present Context

The system also provides:

Principles to Make Sure the System Works and A Personal Profile for Leaders to Manage Their Feelings

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Managing the “MO-Zone”“The Leader’s Guide to Maximizing MO-tif, MO-rale,MO-tivation, and MO-mentum”

Michael Horton, EdD

Put an end to your managing headaches now. Managing can be a real headache especially in the “MO-Zone.” Careers are made and broken in the “MO-Zone.” It is here where managers are confronted with the challenges of controlling and growing:

• MO-tif: the purpose of the business

• MO-rale: the heart and spirit of the employees

• MO-tivation: the “why” that inspires effort

• MO-mentum: the energy, speed, and direction of the effort

By working through this book you will

• Be introduced to the concept of the MO-Zone as a new arena for leadership skills

• Reaffirm the value of consensus and commitment to MOtif (purpose)

• Learn ten smart practices to build MOrale

• Be introduced to key principles to reinforce MOrale

• Be introduced to basic theories and perspectives regarding MOtivation

• Learn a system to support you in guiding and managing MOtivation at different levels of employee-employer relationship

• Learn basic ideas and skills related to building MOmentum

• Have opportunity to assess your current MO-Zone skills and practices

• Develop your plan for continuous improvement

Take your management skills to the next level by purchasing this resource and learning to manage the “MO-Zone” today.

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Resolving Employee Problems A Practical Guide for Managers

Bob Gilson

Companies don’t retain problem employees. Companies who want to get the best from people must recognize that most employees have problems that can be solved. This book is about:

• Identifying a Problem?
• Heading Off Problems
• Deciding What You Want as a Manager
• Using Employee Problem Solving Strategies
• Working Out an Employee Solution
• Deciding What to do if the Solution Works…and What if it doesn’t

This book will help you focus on identifying the underlying problem and making sure employees take responsibility for the solution. This book is about addressing problems not avoiding them. It’s about getting the one person with the ability to solve the problem, the employee, to do just that.

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Delegating for Results

Emily A. Sterrett, PhD

Delegating sometimes gets a bad name in organizational circles. Leaders fear losing control when they turn something over to another. Employees who receive delegation from their leader are often left feeling resentful because the leader delegates the assignment so poorly.

When delegating is done properly, however, it has a number of benefits for the manager, the protégé, and the organization. Delegation of the right assignments is an ideal way to develop employees and build organizational capacity for the future. Delegation is a skill that every leader at all levels of the organization should learn and practice.

Delegating for Results will teach you why it is to your advantage to master this important leadership skill. It will teach you how to delegate properly so you can be confident of achieving the needed results.

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Improving Managerial Effectiveness Through Proaction

James G. Bohn, PhD

Everyone talks about being proactive. This book takes an abstract concept, defines it and provides concrete examples and exercises to improve Proaction. Here’s what you can expect from the effort you put into reading the book…

• A very clear definition of Proaction

• Learn the need to tap human motivation to improve Proaction

• Conduct some serious self-examination to discover your true level of Proaction

• Gain some very specific skills to improve your own level of Proaction

• You will become a more effective manager, and ultimately improve your chances for career advancement

Managers in the 21st century have immense demands on their time. Those who are deliberately proactive are more likely to…

• Avert disasters when implementing new ideas and strategic change

• Reduce team and personal stress

• Develop powerful teams who are known for their effectiveness

• Gain a reputation for getting things done

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Power Points: Pocket-sized Success Strategies for Every IT Manager & Supervisor, Volume 1

Ken Myers, PhD

Power Points is a book series which brings together decades of management science knowledge and practical management experience. Every short chapter of each volume is packed with 'Power Points;' management and supervisory tips for the practicing IT professional. No jargon or BS here; each 'how-to' chapter is written by 'Dr. Ken,' who is often joined by seasoned IT professionals as co-authors, providing you with highly relevant, pinpoint strategies for leveraging your management skills and improving your promotion potential.

Power Points chapters are a mix of important IT-specific information about:

• Personal development and success activities (such as; communication/ listening techniques and getting positively noticed for your effort/ results).

• Managing the IT group and its projects (for instance; group leadership techniques and supervising the sub-standard performer).

• Organizational insight and problem diagnosis (in example; managing complex IT change processes and being successful at dealing with organizational politics).

Readers will find Power Points is useful to the individual IT manager or supervisor and as the basis for face-to-face or on-line training/ consulting sessions.

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Power Points: Pocket-sized Success Strategies for Every IT Manager & Supervisor, Volume 2

Ken Myers, PhD

Power Points is a book series which brings together decades of management science knowledge and practical management experience. Every short chapter of each volume is packed with 'Power Points;' management and supervisory tips for the practicing IT professional. No jargon or BS here; each 'how-to' chapter is written by 'Dr. Ken,' who is often joined by seasoned IT professionals as co-authors, providing you with highly relevant, pinpoint strategies for leveraging your management skills and improving your promotion potential.

Power Points chapters are a mix of important IT-specific information about:

• Personal development and success activities (such as; communication/ listening techniques and getting positively noticed for your effort/ results).

• Managing the IT group and its projects (for instance; group leadership techniques and supervising the sub-standard performer).

• Organizational insight and problem diagnosis (in example; managing complex IT change processes and being successful at dealing with organizational politics).

Readers will find Power Points is useful to the individual IT manager or supervisor and as the basis for face-to-face or on-line training/consulting sessions.

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Effective Meetings: Planning, Process, and Results

Dave Lewis

Making the meeting work. Meetings are usually held to inform, set or define a policy, solve a problem, brainstorm for new ideas, or review status.

Preparation is essential and involves arranging for an appropriate meeting room, visual aids, coffee breaks and other details vital to a successful session.

Being able to manage the meeting often depends on the leader’s ability to serve as a facilitator, to listen actively and to use direct, open-ended, reverse and relay questions effectively.

This book will help you establish proven techniques for planning and holding various types of meetings:

The Information Meeting--learn role-plays, tests, buzz sessions and other techniques for getting participants involved

The Policy Meeting--learn how to maintain objectivity and to get full audience participation

The Problem-Solving Meeting--learn the techniques to lead a group to meaningful consensus

The Brainstorming Meeting--learn to identify distinctive areas or problems that require a creative approach

The Project Meeting--learn how progress checks are taken and measured, accountabilities are clarified and resources adjusted

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The Healthcare Manager: Moving from Clinical Expert to Supervisor

Wanda L. Ritter, CPT

You are an excellent nurse, or phlebotomist, or pharmacy tech, or biller, or registrar and so you are promoted to a lead, supervisory, or management position. Your technical and clinical skills may have gotten you promoted, but it is your people skills that will make you successful. Healthcare facilities tend to see an employee’s competence in the job and then promote him or her to a management position.

The thought is someone who can do the job very well, can lead a team to do the job very well. It is important to know the job your staff does. However, it is even more important to know your staff. This resource will give managers the tools and awareness to move from staff to manager and from peer to supervisor comfortably and successfully.

Those who will benefit from this resource are:

• New managers, supervisors, and any staff in a supervisory role

• Managers who may not be new but who are struggling to connect with their staff

• Staff now managing former peers

• Staff preparing for a promotion

• Managers feeling caught between their staff and their supervisors

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Why Smart People Fail at Management

Robert Tanner, MBA

Why Smart People Fail at Management explains why intelligence and technical skills alone are insufficient for a manager’s success. It introduces the concept of adaptability and provides strategies managers can use to gain the support they need from their boss, peers, and staff.

In this book, you will...
• Acquire an understanding of the three competencies that all managers must possess and develop to be successful.
• Attain an understanding of the different factors of success for the three levels of management.
• Learn the strengths and areas of growth of the four interaction styles and identify your own primary style.
• Gather strategies for working more effectively with all stakeholders in your organization.
• Gain an understanding of the two critical tests of management that you must continually pass to be relevant in your organization.
• Explore the other intelligence that is more important to your continuing managerial success than your mental IQ and your technical skill.
• Develop your own roadmap to excellence strategy and take charge of your own management destiny.

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From the Classroom to the Boardroom - 10+ Kid Tips for Today’s Managers

By Celia Couture

From the Classroom to the Boardroom provides fun, insightful solutions to today’s management challenges. Considered the busy manager’s handbook, this resource reminds readers of lessons learned on the playground and provides numerous tips on how to apply the lessons to today’s corporate setting in a practical, effective way.

Each Kid Tip is coupled with easy-to-follow exercises that bring the lessons to life and allow managers to easily change their leadership approach so they can develop strong, effective teams.

Anyone in a leadership role can benefit from the big ideas presented in this little book. The innovative ideas in From The Classroom To the Boardroom provide a new way to manage - one that engages employees, assumes success, and can turn any manager into a dynamic leader.

Celia Couture melds her background as a teacher with over 20 years of corporate executive leadership experience. She brings each lesson to life through stories, examples, and hands-on exercises. Anyone currently in a leadership role, or aspiring to be a great leader, will benefit from this fun, practical book.

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