The Complete New Manager

by John H. Zenger

Tackle every management challengewith skill and confidence

Managers are faced with a variety of challenges every day. There are decisionsto make, conflicts to resolve, and strategies to implement, among many otherresponsibilities. As a new manager you need to build the skills necessary fortackling problems head-on.

"The Complete New Manager" is a valuable toolkit that helps you meet day-to-day challenges quickly and effectively. Filled with tips, techniques, andproven advice from renowned experts, "The Complete New Manager" teachesyou how to: Become a dynamic leader who instills confidencein both employees and upper managementHire the right people and cultivate an environmentthat makes them want to stayDevelop and encourage free-flowing, two-waycommunication with your staffUse proven techniques to deal withdifficult people and problem employeesSuccessfully plan and implement businessstrategies large and smallProduce sustained, positive results thatimpress your bosses

The key to successful management is the ability to meet challenges as theyarise. Here, in one volume, is everything you need to bolster your on-the-jobskills and reach the highest levels of success.

Genres: Business

480 pages, Paperback

First published April 28, 2010

About the author

John H. “Jack” Zenger is the Co-founder and Chief Executive Officer of Zenger Folkman, a professional services firm providing consulting and leadership development programs for organizational effectiveness initiatives.

Reviews

[Mark · Rating 3 out of 5]

The assumption is that once people develop a skill, they will continue to exercise it. But, interestingly, we don’t apply it in athletics. Athletes continue to practice and develop the same skills throughout their careers. And as we thought about the excellent senior executives we have met, we observed that they are, in fact, all very focused on delivering results, and many of the best lower level managers are absolutely clear about strategy and vision. This got us to wondering: Are some skills less important for leaders at certain levels of the organization? Or is there a set of skills fundamental to every level?

As you might expect, the skills people reported needing depended not only on their level in the organization but also on the job they held and their particular circumstances.