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The Resource It's ok to ask 'em to work... : and other essential maxims for smart managers, Frank McNair

It's ok to ask 'em to work... : and other essential maxims for smart managers, Frank McNair

Label
It's ok to ask 'em to work... : and other essential maxims for smart managers
Title
It's ok to ask 'em to work...
Title remainder
and other essential maxims for smart managers
Statement of responsibility
Frank McNair
Creator
Subject
Language
eng
Cataloging source
DLC
Dewey number
658.3
Illustrations
illustrations
Index
index present
LC call number
HD31
LC item number
.M38595 2000
Literary form
non fiction
Nature of contents
bibliography
Label
It's ok to ask 'em to work... : and other essential maxims for smart managers, Frank McNair
Instantiates
Publication
Bibliography note
Includes bibliographical references (p. 147-148) and index
Contents
Vision and Planning -- If You Don't Read the Signs, You'll Fall Through the Bridge -- Manage the Vision and the Strategy, Not Just the Business Operations -- A Plan Is Not a Straitjacket--Build Flex Into Your Plan -- A Business Is Not a Restaurant--Avoid "Strategy du Jour" -- Give It Up! There Is No Lone, Perfect Strategy -- Eighty Percent Strategy Executed With 100 Percent Commitment Always Beats 100 Percent Strategy Executed With 80 Percent Commitment -- Input Raises Buy-In -- If You Don't Know Where You're Going, You'll Probably End Up Somewhere Else -- If You Fail to Plan, Then Plan to Fail--Prior Planning Prevents Poor Performance -- Motivation -- No One Can Motivate Anyone to Do Anything -- We Can Create Circumstances in Which People Motivate Themselves -- You've Got to Walk the Talk -- Broadcast on Radio Station WII-FM -- If You Listen Long Enough, People Will Tell You What Motivates Them -- People Come in Two Types: Carrot People and Stick People -- If You Watch Long Enough, People Will Show You How to Motivate Them -- You Can Waste a Lot of Time Feeding Carrots to Stick People -- The Managerial Golden Rule: Do Unto Others as They Would Like to Be Done Unto! -- Expectations -- Paint a Clear Picture of the Target -- I Can't Hit a Target I Can't See -- Everyone Wasn't Raised at Your House -- Common Sense Ain't Near as Common as It Used to Be -- To Be Worth a Damn, a Goal Must Be SMART -- Most Work Gets Done the Day Before It's Due -- A Detailed Examination of the SMART Method of Goal Setting -- Coaching: Them That Can, Does--Them That Teaches Are Priceless -- Common Sense Ain't Near as Common as It Used to Be II -- People Learn in Different Ways: To Be Effective, Teach in the Learner's Most-Preferred Style -- If You Observe and Listen Long Enough, People Will Tell You How They Like to Learn -- Discovered Learning Always Beats Revealed Learning -- People Never Argue With Their Own Data -- It Is Easier to Listen People Into Learning Than to Talk Them Into Learning -- To Be a Good Coach, Use the COACH Model -- Feedback and Performance Management: What You Reward Is What You Get -- People Will Respect What You Expect If You Inspect -- What You Count Is What You Get, so Count the Right Things -- Don't Confuse Motion With Progress -- SMART Targets Are Foundational for Feedback and Performance Management -- To Give Useful Feedback, Be a SMART ONE -- Life Is Mostly Packaging -- The Feedback Flow Chart -- Positive Feedback Encourages Behavior--Developmental Feedback Extinguishes Behavior -- Ignoring Good Behavior Extinguishes It--Ignoring Undesirable Behavior Encourages It -- Feedback Is a Process, Not an Event -- If the Employee Is Surprised at Review Time, It's Your Fault -- You Don't Have to Be Mad to Give Developmental Feedback -- Developmental Feedback Is an Investment in the Employee -- I'm Not Here to Prosecute the Guilty, I'm Here to Solve the Problem -- Rewards and Consequences -- Different Things Have to Happen to Good Performers vs. Poor Performers -- Pay Attention to the Middle -- Bad News Ages Poorly -- Pay Off in Currency That Matters to the Employee -- It's Not Our Job to Make Value Judgments About Our Employees' Motivators -- Match the Magnitude of the Payoffs--or the Consequences--to the Magnitude of the Performance -- Ignoring Improvement in Performance Will Extinguish It--Ignoring Slippage in Performance Will Encourage It -- Just Do It--NOW! -- For Different Results, Change the Pattern -- In General, People Change Behavior When the Pain of Changing Is Less Than the Pain of Staying the Same or When the Joy of Changing Is Greater Than the Joy of Staying the Same -- Relationship Management -- Everyone Is Keeping Score, and That's Okay -- Use the Relationship Ledger to Know the Score -- What Is an Investment to One Employee Can Be a Withdrawal to Another -- Absent Any Other Information, Assume Your Employee Is a Carrot Person -- If You Listen Long Enough, People Will Tell You How to Invest in (Motivate) Them -- It's the Manager's Job to Make the First Investment in a Professional Relationship -- When Expectations and Reality Are Not Equal, Stress Is Created -- Periodic Relationship Audits Can Identify the Stress Caused by Divergent Expectations -- Self-Management: The Toughest Nut of All -- Know Yourself -- The Seeds of Our Destruction Are Sown in Soil Tilled by Our Gifts -- Know Your Weaknesses: Grow and Staff Around Them -- Nobody Is Sane--You're Looking for Compatible Craziness -- Take Yourself On -- It's Easier To Act Yourself Into a New Way of Thinking Than to Think Yourself Into a New Way of Acting -- Be Your Own Best Boss -- There Are Two Types of People: Them That Won't Work, and Them That Won't Quit -- You Always Pass Out Before You Die! -- Problems Live in the Past; Solutions Live in the Future -- Be Solutions-Focused: Concentrate on Win-Win Outcomes -- The Madder You Get, the Dumber You Are -- Friends Come and Friends Go, but Enemies Accumulate -- In Twenty Years, the Only Person Who Will Remember That You Didn't Take Your Vacation Is You (and Your Family)! -- Never Quit on the First Day Back! -- It's Okay to Fire Yourself -- Leadership -- Any Follower's Experience of a Group Is Most Directly Affected by the Leadership Style of the Leader -- You Can Best Read the Climate of an Organization by Surveying Those Who Actually Do the Work -- Those Lead Best Who Serve Most -- It's Not What We Don't Know That Gets Us in Trouble--It's What We Don't Do -- As a Manager, You Are a "Linking Pin"--You Link Your Work Group to the Larger Company -- People Don't Care How Much We Know Until They Know How Much We Care -- Managers Don't Win If Their Employees Lose! -- What Do You Want to Do: Win the Fight or Solve the Problem? -- Make Your Leadership Style a Choice, Not a Default -- You Can Be a Hardass, or You Can Be a Candyass, but You've Got to Be Consistent! -- When Stressed, We Return to Our Most Familiar--and Most Comfortable--Behaviors -- Managing People Is Work! -- Where You Stand Depends on Where You Sit -- I Don't Care Who Drives as Long as I Get to Pick the Destination -- The Leader Doesn't Have to Do It All--The Leader Has to See That It Gets Done! -- Shaping Your Management Philosophy -- A Hundred Percent of Nobody Don't Like Nothing -- No Matter What Happens, Somebody Will Find a Way to Take It Far Too Seriously -- It's Okay to Ask 'Em to Work -- Get a Commitment -- You Can Help the People Change, or You Can Change the People -- Don't Send Your Ducks to Eagle School -- Once You Demand Excellence, Some People Will Move Up--Others Will Move On--Either Way, the Organization Wins -- "Dynamic Tension" Builds More Than Strong Muscles -- To a Kid With a New Hammer, Everything Looks Like a Nail -- If You Keep Doing What You've Been Doing, You'll Keep Getting What You've Been Getting -- If You Don't Know What You Stand for, You'll Fall for Anything -- Your Job Is Not Your Life
Control code
1287556
Dimensions
24 cm.
Extent
xvii, 154 p.
Isbn
9780814405178
Lccn
99050275
Other physical details
ill
System control number
  • (OCoLC)ocm42603351
  • (OCoLC)42603351
Label
It's ok to ask 'em to work... : and other essential maxims for smart managers, Frank McNair
Publication
Bibliography note
Includes bibliographical references (p. 147-148) and index
Contents
Vision and Planning -- If You Don't Read the Signs, You'll Fall Through the Bridge -- Manage the Vision and the Strategy, Not Just the Business Operations -- A Plan Is Not a Straitjacket--Build Flex Into Your Plan -- A Business Is Not a Restaurant--Avoid "Strategy du Jour" -- Give It Up! There Is No Lone, Perfect Strategy -- Eighty Percent Strategy Executed With 100 Percent Commitment Always Beats 100 Percent Strategy Executed With 80 Percent Commitment -- Input Raises Buy-In -- If You Don't Know Where You're Going, You'll Probably End Up Somewhere Else -- If You Fail to Plan, Then Plan to Fail--Prior Planning Prevents Poor Performance -- Motivation -- No One Can Motivate Anyone to Do Anything -- We Can Create Circumstances in Which People Motivate Themselves -- You've Got to Walk the Talk -- Broadcast on Radio Station WII-FM -- If You Listen Long Enough, People Will Tell You What Motivates Them -- People Come in Two Types: Carrot People and Stick People -- If You Watch Long Enough, People Will Show You How to Motivate Them -- You Can Waste a Lot of Time Feeding Carrots to Stick People -- The Managerial Golden Rule: Do Unto Others as They Would Like to Be Done Unto! -- Expectations -- Paint a Clear Picture of the Target -- I Can't Hit a Target I Can't See -- Everyone Wasn't Raised at Your House -- Common Sense Ain't Near as Common as It Used to Be -- To Be Worth a Damn, a Goal Must Be SMART -- Most Work Gets Done the Day Before It's Due -- A Detailed Examination of the SMART Method of Goal Setting -- Coaching: Them That Can, Does--Them That Teaches Are Priceless -- Common Sense Ain't Near as Common as It Used to Be II -- People Learn in Different Ways: To Be Effective, Teach in the Learner's Most-Preferred Style -- If You Observe and Listen Long Enough, People Will Tell You How They Like to Learn -- Discovered Learning Always Beats Revealed Learning -- People Never Argue With Their Own Data -- It Is Easier to Listen People Into Learning Than to Talk Them Into Learning -- To Be a Good Coach, Use the COACH Model -- Feedback and Performance Management: What You Reward Is What You Get -- People Will Respect What You Expect If You Inspect -- What You Count Is What You Get, so Count the Right Things -- Don't Confuse Motion With Progress -- SMART Targets Are Foundational for Feedback and Performance Management -- To Give Useful Feedback, Be a SMART ONE -- Life Is Mostly Packaging -- The Feedback Flow Chart -- Positive Feedback Encourages Behavior--Developmental Feedback Extinguishes Behavior -- Ignoring Good Behavior Extinguishes It--Ignoring Undesirable Behavior Encourages It -- Feedback Is a Process, Not an Event -- If the Employee Is Surprised at Review Time, It's Your Fault -- You Don't Have to Be Mad to Give Developmental Feedback -- Developmental Feedback Is an Investment in the Employee -- I'm Not Here to Prosecute the Guilty, I'm Here to Solve the Problem -- Rewards and Consequences -- Different Things Have to Happen to Good Performers vs. Poor Performers -- Pay Attention to the Middle -- Bad News Ages Poorly -- Pay Off in Currency That Matters to the Employee -- It's Not Our Job to Make Value Judgments About Our Employees' Motivators -- Match the Magnitude of the Payoffs--or the Consequences--to the Magnitude of the Performance -- Ignoring Improvement in Performance Will Extinguish It--Ignoring Slippage in Performance Will Encourage It -- Just Do It--NOW! -- For Different Results, Change the Pattern -- In General, People Change Behavior When the Pain of Changing Is Less Than the Pain of Staying the Same or When the Joy of Changing Is Greater Than the Joy of Staying the Same -- Relationship Management -- Everyone Is Keeping Score, and That's Okay -- Use the Relationship Ledger to Know the Score -- What Is an Investment to One Employee Can Be a Withdrawal to Another -- Absent Any Other Information, Assume Your Employee Is a Carrot Person -- If You Listen Long Enough, People Will Tell You How to Invest in (Motivate) Them -- It's the Manager's Job to Make the First Investment in a Professional Relationship -- When Expectations and Reality Are Not Equal, Stress Is Created -- Periodic Relationship Audits Can Identify the Stress Caused by Divergent Expectations -- Self-Management: The Toughest Nut of All -- Know Yourself -- The Seeds of Our Destruction Are Sown in Soil Tilled by Our Gifts -- Know Your Weaknesses: Grow and Staff Around Them -- Nobody Is Sane--You're Looking for Compatible Craziness -- Take Yourself On -- It's Easier To Act Yourself Into a New Way of Thinking Than to Think Yourself Into a New Way of Acting -- Be Your Own Best Boss -- There Are Two Types of People: Them That Won't Work, and Them That Won't Quit -- You Always Pass Out Before You Die! -- Problems Live in the Past; Solutions Live in the Future -- Be Solutions-Focused: Concentrate on Win-Win Outcomes -- The Madder You Get, the Dumber You Are -- Friends Come and Friends Go, but Enemies Accumulate -- In Twenty Years, the Only Person Who Will Remember That You Didn't Take Your Vacation Is You (and Your Family)! -- Never Quit on the First Day Back! -- It's Okay to Fire Yourself -- Leadership -- Any Follower's Experience of a Group Is Most Directly Affected by the Leadership Style of the Leader -- You Can Best Read the Climate of an Organization by Surveying Those Who Actually Do the Work -- Those Lead Best Who Serve Most -- It's Not What We Don't Know That Gets Us in Trouble--It's What We Don't Do -- As a Manager, You Are a "Linking Pin"--You Link Your Work Group to the Larger Company -- People Don't Care How Much We Know Until They Know How Much We Care -- Managers Don't Win If Their Employees Lose! -- What Do You Want to Do: Win the Fight or Solve the Problem? -- Make Your Leadership Style a Choice, Not a Default -- You Can Be a Hardass, or You Can Be a Candyass, but You've Got to Be Consistent! -- When Stressed, We Return to Our Most Familiar--and Most Comfortable--Behaviors -- Managing People Is Work! -- Where You Stand Depends on Where You Sit -- I Don't Care Who Drives as Long as I Get to Pick the Destination -- The Leader Doesn't Have to Do It All--The Leader Has to See That It Gets Done! -- Shaping Your Management Philosophy -- A Hundred Percent of Nobody Don't Like Nothing -- No Matter What Happens, Somebody Will Find a Way to Take It Far Too Seriously -- It's Okay to Ask 'Em to Work -- Get a Commitment -- You Can Help the People Change, or You Can Change the People -- Don't Send Your Ducks to Eagle School -- Once You Demand Excellence, Some People Will Move Up--Others Will Move On--Either Way, the Organization Wins -- "Dynamic Tension" Builds More Than Strong Muscles -- To a Kid With a New Hammer, Everything Looks Like a Nail -- If You Keep Doing What You've Been Doing, You'll Keep Getting What You've Been Getting -- If You Don't Know What You Stand for, You'll Fall for Anything -- Your Job Is Not Your Life
Control code
1287556
Dimensions
24 cm.
Extent
xvii, 154 p.
Isbn
9780814405178
Lccn
99050275
Other physical details
ill
System control number
  • (OCoLC)ocm42603351
  • (OCoLC)42603351

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      33.546516 -82.132858

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