Complete New Manager

by John H. Zenger

Tackle every management challenge

with skill and confidence!

Managers are faced with a variety of challenges every day. There are decisions

to make, conflicts to resolve, and strategies to implement, among many other

responsibilities. As a new manager you need to build the skills necessary for

tackling 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, and

proven advice from renowned experts, The Complete New Manager teaches

you how to:

Become a dynamic leader who instills confidence

in both employees and upper management

Hire the right people and cultivate an environment

that makes them want to stay

Develop and encourage free-flowing, two-way

communication with your staff

Use proven techniques to deal with

difficult people and problem employees

Successfully plan and implement business

strategies large and small

Produce sustained, positive results that

impress your bosses

The key to successful management is the ability to meet challenges as they

arise. Here, in one volume, is everything you need to bolster your on-the-job

skills and reach the highest levels of success.

Genres: Business

482 pages, Kindle Edition

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.