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The Effective Manager
The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what "effective management" actually looks can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way.
Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level—with a behavioral framework designed to be tailored to your team's specific needs.
Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.
Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level—with a behavioral framework designed to be tailored to your team's specific needs.
Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and "good at people." The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance.
204 pages, Kindle Edition
First published July 5, 2016
581 people are currently reading
3806 people want to read
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Displaying 1 - 30 of 189 reviews
December 27, 2023
HIGHLIGHTS:
1. RESULTS:
- Your First Responsibility as a Manager Is to Achieve Results.
2. EMPLOYEES:
- Replacing employees is expensive.
- When someone leaves, there's the lost work that had been planned for, the cost of interviewing in both money and time, the likely higher salary that will be paid in the event of replacement, the time and expense of training the new employee, and the cost of less productivity by the new employee until that person can match the quality and quantity of work of the person who has left.
3. TRUST:
- Biggest leverage of all: a trusting relationship with those whom you manage.
- Your Directs don't see you as a nice person. They see you as their boss. It's a hard truth, but one worth remembering.
- Because of the power of your role, your Directs don't see you the way you see yourself.
4. RELATIONSHIPS:
- Time with your Directs is the most important time that you will spend at work.
- Your Directs don't respond precisely to you but, rather, to their perception of you.
- Role power is heightened by stronger relationships with one's team. Being friendly with your Directs is simply a set of behaviors.
- If you don't take time to build trust, your Directs will struggle more and longer with getting more feedback from you.
5. RAISE THE BAR:
- If you want great results and retention, you have to be willing to constantly raise the bar on performance.
6. MEETING AGENDA:
- The agenda of a meeting always serves the purpose of the meeting, not the other way around.
7. WHO - WHAT- WHEN:
- By focusing on Horstman's Law of Project Management: WHO does WHAT by WHEN.
8. FUTURE BEHAVIOR:
- The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.
9. FEEDBACK:
- Asking Directs for permission to give them feedback significantly increases their appreciation for your giving them the feedback and also the likelihood of their effective future behavior.
- When we are giving negative feedback, we are asking the Direct to behave differently.
- Help people improve by creating short-term tasks.
- Deadlines that are going to be enforced but that are believed to be reasonable and reachable are a big facilitator of coaching success.
10. DELEGATION:
- If you're a manager, your key to long-term success is to master the art of delegation.
- The best delegations allow the Direct to say no.
- When you love doing something, it tells you all its secrets.
- The overwhelming majority of nos are based on workload issues.
- Pushing work down creates growth potential for your entire organization.
- The way to create new managers is to teach them before they move into the role.
1. RESULTS:
- Your First Responsibility as a Manager Is to Achieve Results.
2. EMPLOYEES:
- Replacing employees is expensive.
- When someone leaves, there's the lost work that had been planned for, the cost of interviewing in both money and time, the likely higher salary that will be paid in the event of replacement, the time and expense of training the new employee, and the cost of less productivity by the new employee until that person can match the quality and quantity of work of the person who has left.
3. TRUST:
- Biggest leverage of all: a trusting relationship with those whom you manage.
- Your Directs don't see you as a nice person. They see you as their boss. It's a hard truth, but one worth remembering.
- Because of the power of your role, your Directs don't see you the way you see yourself.
4. RELATIONSHIPS:
- Time with your Directs is the most important time that you will spend at work.
- Your Directs don't respond precisely to you but, rather, to their perception of you.
- Role power is heightened by stronger relationships with one's team. Being friendly with your Directs is simply a set of behaviors.
- If you don't take time to build trust, your Directs will struggle more and longer with getting more feedback from you.
5. RAISE THE BAR:
- If you want great results and retention, you have to be willing to constantly raise the bar on performance.
6. MEETING AGENDA:
- The agenda of a meeting always serves the purpose of the meeting, not the other way around.
7. WHO - WHAT- WHEN:
- By focusing on Horstman's Law of Project Management: WHO does WHAT by WHEN.
8. FUTURE BEHAVIOR:
- The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.
9. FEEDBACK:
- Asking Directs for permission to give them feedback significantly increases their appreciation for your giving them the feedback and also the likelihood of their effective future behavior.
- When we are giving negative feedback, we are asking the Direct to behave differently.
- Help people improve by creating short-term tasks.
- Deadlines that are going to be enforced but that are believed to be reasonable and reachable are a big facilitator of coaching success.
10. DELEGATION:
- If you're a manager, your key to long-term success is to master the art of delegation.
- The best delegations allow the Direct to say no.
- When you love doing something, it tells you all its secrets.
- The overwhelming majority of nos are based on workload issues.
- Pushing work down creates growth potential for your entire organization.
- The way to create new managers is to teach them before they move into the role.
November 25, 2016
Let's make it clear since the very beginning:
* this is NOT a book about leadership
* it's a book about management -> efficient, pragmatic, focused on particular effect
So, if you're looking for tips, techniques, comments regarding: building teams, developing people, aligning to one vision, growing organization, creating a better workplace for everyone, etc. - this is
NOT a book you're looking for.
It isn't a book about project management either - you'll find here nothing about finance, risk, staffing, scheduling, reporting, etc. Go search somewhere else.
This is a book about MANAGING PEOPLE - teams, larger units, etc. And it does it's job - it doesn't present you zillion of techniques, tricks or cases. Instead you're given a short set of very basic principles (/pillars) you should focus on in day-to-day work with your directs. Unsurprisingly these all are around communication: building relationship, giving feedback, 1-on-1s, delegating, etc. In fact, all that really makes sense & truly applicable (NOT fully in every management style though), but this is still far from complete image of an Effective Manager (even if you insist on "managing people" approach).
Anyway, truly good read.
* this is NOT a book about leadership
* it's a book about management -> efficient, pragmatic, focused on particular effect
So, if you're looking for tips, techniques, comments regarding: building teams, developing people, aligning to one vision, growing organization, creating a better workplace for everyone, etc. - this is
NOT a book you're looking for.
It isn't a book about project management either - you'll find here nothing about finance, risk, staffing, scheduling, reporting, etc. Go search somewhere else.
This is a book about MANAGING PEOPLE - teams, larger units, etc. And it does it's job - it doesn't present you zillion of techniques, tricks or cases. Instead you're given a short set of very basic principles (/pillars) you should focus on in day-to-day work with your directs. Unsurprisingly these all are around communication: building relationship, giving feedback, 1-on-1s, delegating, etc. In fact, all that really makes sense & truly applicable (NOT fully in every management style though), but this is still far from complete image of an Effective Manager (even if you insist on "managing people" approach).
Anyway, truly good read.
October 22, 2023
Maybe I'm a naive wage slave who can't understand the joys of maximizing shareholder value, but this book only lead to the depressing realization that corporate leadership is bad by design. This feels like it was written by the child of an alien and a sentient spreadsheet. My mouth was on the floor reading lines like "we control their addiction to food, clothing and shelter" as means to explain the "strange" behaviors of underlings. I was exhausted by constant reminders that people beneath you aren't/can't be your friends, while at the same time, reminding you to think of them as people too. The book seems to believe that narcissism is a requirement for being a good manager, and I reject that wholesale.
Alternate Titles:
1) How to Dehumanize People and Squeeze Value Through Fake Relationships
2) Labor Robot's First Attempt at Seeing Workers as Human
3) How to Pretend you Arent a Lizard Person and Other Office Activites
4) Management: By Narcissists for Narcissists
Alternate Titles:
1) How to Dehumanize People and Squeeze Value Through Fake Relationships
2) Labor Robot's First Attempt at Seeing Workers as Human
3) How to Pretend you Arent a Lizard Person and Other Office Activites
4) Management: By Narcissists for Narcissists
January 10, 2019
I'm having too many issues with this book to consider it useful...
THE APPROACH. Business has changed a lot over last 20 years and so did the office dynamics. While in the sixties it went without saying that a manager is an absolute unquestioned authority lording over the minions, so that the only acceptable response would be "Yes, boss!" things are different now. Relationship between a manager and a subordinate has become more complex, with more power to the latter. Part of this is because newer industries (like technology) actually require the people in the trenches to be damn smart rather than being mere cogs in the corporate machine. Another reason is general emancipation of workforce and the trend toward more socially-aware, more humane world.
Sadly, it looks like the authors have missed the memo. Most of the examples, most of the scenarios discussed revolve around the good old "boss/underling" microcosm. For sure, they advise the manager to exercise restraint and ask instead of demanding things but this feels merely like a veneer over the direct order.
This leads me to the biggest issue I have with the authors' approach. When dealing with changing the future behavior via feedback, the strategy they propose is to get the report to "promise" the change in the future and then treat it as a hard commitment. Anyone who has been in the management role for some time (or raised children, which is strikingly similar in some aspects) would know that life is more complex and a verbal statement to change things (which is easy to elicit when confronting one's subordinate and is equally easy for that subordinate to make in order to get out of this situation) is not the same as a firm commitment (which requires planning and follow-up). Treating it as one will only lead to frustration on both sides and unfulfilled promises.
THE UPSELL. I get it - the authors run a management consulting business and they want to grow it. But it doesn't mean that almost every paragraph should pitch their podcast. Furthermore, taking an obvious fact or technique and slapping "Manager Tools" onto its name doesn't make it new or original! And this applies to a lot of things in the book - it seems hardly a single itemized list avoided that treatment.
Overall, I cannot say this book is useless and I'm sure anyone in a managerial role would be able to learn a trick or two from it. At the same time, I would never recommend this book to a new inexperienced manager - the approach and techniques proscribed in it will not work in the modern workplace and will set that person (and their team) up for failure.
THE VERDICT: Don't bother. Given that there are much better books on the art (and craft) of management (if you don't know where to start, start with High Output Management by late Andy Grove), I don't see any incremental merit in reading this book.
THE APPROACH. Business has changed a lot over last 20 years and so did the office dynamics. While in the sixties it went without saying that a manager is an absolute unquestioned authority lording over the minions, so that the only acceptable response would be "Yes, boss!" things are different now. Relationship between a manager and a subordinate has become more complex, with more power to the latter. Part of this is because newer industries (like technology) actually require the people in the trenches to be damn smart rather than being mere cogs in the corporate machine. Another reason is general emancipation of workforce and the trend toward more socially-aware, more humane world.
Sadly, it looks like the authors have missed the memo. Most of the examples, most of the scenarios discussed revolve around the good old "boss/underling" microcosm. For sure, they advise the manager to exercise restraint and ask instead of demanding things but this feels merely like a veneer over the direct order.
This leads me to the biggest issue I have with the authors' approach. When dealing with changing the future behavior via feedback, the strategy they propose is to get the report to "promise" the change in the future and then treat it as a hard commitment. Anyone who has been in the management role for some time (or raised children, which is strikingly similar in some aspects) would know that life is more complex and a verbal statement to change things (which is easy to elicit when confronting one's subordinate and is equally easy for that subordinate to make in order to get out of this situation) is not the same as a firm commitment (which requires planning and follow-up). Treating it as one will only lead to frustration on both sides and unfulfilled promises.
THE UPSELL. I get it - the authors run a management consulting business and they want to grow it. But it doesn't mean that almost every paragraph should pitch their podcast. Furthermore, taking an obvious fact or technique and slapping "Manager Tools" onto its name doesn't make it new or original! And this applies to a lot of things in the book - it seems hardly a single itemized list avoided that treatment.
Overall, I cannot say this book is useless and I'm sure anyone in a managerial role would be able to learn a trick or two from it. At the same time, I would never recommend this book to a new inexperienced manager - the approach and techniques proscribed in it will not work in the modern workplace and will set that person (and their team) up for failure.
THE VERDICT: Don't bother. Given that there are much better books on the art (and craft) of management (if you don't know where to start, start with High Output Management by late Andy Grove), I don't see any incremental merit in reading this book.
April 25, 2024
I have just been promoted to a manager position, and my manager gave me this book to read. There are some pearls of wisdom in here, and I recognize the recommendations as things that my manager does, and I respect her a lot! I really wish my former managers had read this book, as I believe that following this guidance would have made our communications more effective and less frustrating. For this reason, I believe it is worth reading.
However, I would NOT recommend this as the only book you read starting out. The authors make a lot of assumptions about "things you already know," such as organizational structure and types of power.
Stylistically, I hate this book. The scientific writer in me is cringing the entire time while reading it. It is long-winded and highly repetitive. There is inconsistent use and overuse of acronyms. Despite the numerous references in the text to research they've done, there are NO citations, so there's no way to examine their methods or analysis.
I dislike the pessimistic attitude the authors take towards remote and hybrid workers. It bothers me that they refuse to take their own guidance on adapting in a constantly changing workplace. I hope they consider adding a younger author with fresh ideas and a nimble mind in the next edition.
They loosely reference the podcast throughout the book, but do so using an annoying catch phrase, and never provide a specific episode for you to listen to. As luke-warm as I felt about the book, it took me a while to check out the podcast, but I must say that I like it now that I've listened to it. And yes, they speak just like they write, but somehow it doesn't bother me.
If they ever do a third edition of this book, I hope they get a better editor. The content is good, but it would be better delivered in 150 pages instead of 226.
UPDATE: I'm 5 months in on this crazy journey, and finding that a lot of the methods in this book are working, and heck, people even seem to be happy with me!
However, I would NOT recommend this as the only book you read starting out. The authors make a lot of assumptions about "things you already know," such as organizational structure and types of power.
Stylistically, I hate this book. The scientific writer in me is cringing the entire time while reading it. It is long-winded and highly repetitive. There is inconsistent use and overuse of acronyms. Despite the numerous references in the text to research they've done, there are NO citations, so there's no way to examine their methods or analysis.
I dislike the pessimistic attitude the authors take towards remote and hybrid workers. It bothers me that they refuse to take their own guidance on adapting in a constantly changing workplace. I hope they consider adding a younger author with fresh ideas and a nimble mind in the next edition.
They loosely reference the podcast throughout the book, but do so using an annoying catch phrase, and never provide a specific episode for you to listen to. As luke-warm as I felt about the book, it took me a while to check out the podcast, but I must say that I like it now that I've listened to it. And yes, they speak just like they write, but somehow it doesn't bother me.
If they ever do a third edition of this book, I hope they get a better editor. The content is good, but it would be better delivered in 150 pages instead of 226.
UPDATE: I'm 5 months in on this crazy journey, and finding that a lot of the methods in this book are working, and heck, people even seem to be happy with me!
May 2, 2020
Konkrety. Więcej takich książek.
February 7, 2018
The Effective Manager is a fantastic foundation for those of us learning management skills. I recommend this as a starting point if you want to learn to be a good manager.
If you listen to the Manager Tools (MT) podcasts already, consider reading the book anyway. Yes, much of the book’s content is also in the MT Basics podcasts series. You’ll read about One On Ones, the Feedback Model, and coaching.
I’ve learned about these tools in the podcasts before. But I appreciate having a cohesive, scoped book that gives me the basics content—plus more.
I learned a few new things from the book that I didn’t learn from the podcasts. The book explains why you shouldn’t be friends with your directs (direct reports). Being friends with directs is a conflict of interest. Other directs will perceive the friendship as favoritism, even if you’re trying to be unbiased.
I also learned that it’s okay to have drinks with your directs. The author recommends having only one drink. You’re setting a responsible example by having only one drink, especially if you are driving. By having one drink, you’re participating in the social activity of drinking with your team. But because you’re only having only one, you’re not at risk for drinking too much (and making an arse out of yourself in front of your team) or putting yourself in danger when it’s time to drive home.
I don’t recall learning about these topics in the MT podcasts. I’ve found that the MT podcasts library can be overwhelming and hard to navigate because there are hundreds if not thousands of podcasts. It’s hard to find them all and keep track of them all. That’s why I appreciate the book as a strong foundation for learning management skills.
If you listen to the Manager Tools (MT) podcasts already, consider reading the book anyway. Yes, much of the book’s content is also in the MT Basics podcasts series. You’ll read about One On Ones, the Feedback Model, and coaching.
I’ve learned about these tools in the podcasts before. But I appreciate having a cohesive, scoped book that gives me the basics content—plus more.
I learned a few new things from the book that I didn’t learn from the podcasts. The book explains why you shouldn’t be friends with your directs (direct reports). Being friends with directs is a conflict of interest. Other directs will perceive the friendship as favoritism, even if you’re trying to be unbiased.
I also learned that it’s okay to have drinks with your directs. The author recommends having only one drink. You’re setting a responsible example by having only one drink, especially if you are driving. By having one drink, you’re participating in the social activity of drinking with your team. But because you’re only having only one, you’re not at risk for drinking too much (and making an arse out of yourself in front of your team) or putting yourself in danger when it’s time to drive home.
I don’t recall learning about these topics in the MT podcasts. I’ve found that the MT podcasts library can be overwhelming and hard to navigate because there are hundreds if not thousands of podcasts. It’s hard to find them all and keep track of them all. That’s why I appreciate the book as a strong foundation for learning management skills.
January 24, 2021
Bardzo treściwa książka. Autorzy na podstawie swojego wieloletniego doświadczenia oraz badań ilościowych na szeroką skalę omawiają cztery zachowania, które decydują o efektywności menadżera. Są nimi: one-on-one'y, dawanie feedbacku, mentoring oraz delegowanie. Każde z tych zachowań zostało wyczerpująco opisane, z dużym naciskiem na najczęściej popełniane błędy.
June 18, 2023
Straightforward advice on management. A decent summary written by Daniel Kestenzholz can be found here: https://publish.obsidian.md/dk/Readin...
September 30, 2022
Achei o livro completo sobre os ensinamentos básicos do universo de gestão, só discordo da parte de como manter o relacionamento com liderados pois baseado na nossa cultura é complicado não misturar o relacionamento pessoal com o profissional.
February 19, 2018
This book proposes and addresses the problem that front-line managers aren't very good, because they were promoted from their usual job functions into a role that wasn't well-defined, and demanded accountability for a nebulous set of deliverables. I liked it because it took an opinionated stance on the role of the front-line manager, and defined it around a value proposition that can easily be used to prioritize the myriad duties managers are called on to handle.
The concepts are pragmatic. The book gives a formula for having regular 1-on-1 meetings with staff, for delivering feedback, and for asking more out of your directs. It explores pitfalls and common objections. And its recommendations are all backed up more deeply by the "Manager Tools" podcast on which this book is based.
Management is filled with ambiguity, competing values, and an endless sprawl of work. But this book boils it down to a small set of core functions, "first principles" around which you can shape your own management experience.
The concepts are pragmatic. The book gives a formula for having regular 1-on-1 meetings with staff, for delivering feedback, and for asking more out of your directs. It explores pitfalls and common objections. And its recommendations are all backed up more deeply by the "Manager Tools" podcast on which this book is based.
Management is filled with ambiguity, competing values, and an endless sprawl of work. But this book boils it down to a small set of core functions, "first principles" around which you can shape your own management experience.
May 31, 2019
Really basic. A lot of the book was on the importance and mechanics of 1:1s
December 19, 2021
The Effective Manager by Mar Horstman
Overview: Practical step by step guide on how to improve managerial skills and improve on running one-to-one conversations with direct reports.
Likes: Clear, concise, practical, no-nonsense approach to management. Based on data and science, good examples throughout. Just the right length for what it needed to cover.
Dislikes: This does not focus ono leadership, it is a practical guide on management 101, so just be aware!
Format: Hard copy
Recommend For: New managers or existing mangers who would like to improve their communication with direct reports.
Memorable Tips:
“The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.”
“The Manager Tools Feedback Model has four simple steps: Step 1: Ask. Step 2: State the Behavior. Step 3: State the Impact of the Behavior. Step 4: Encourage Effective Future Behavior.”
“To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don't want to—because you know the organization needs that to stay competitive.”
“Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.”
“Horstman's Law of Project Management: WHO does WHAT by WHEN.”
Overview: Practical step by step guide on how to improve managerial skills and improve on running one-to-one conversations with direct reports.
Likes: Clear, concise, practical, no-nonsense approach to management. Based on data and science, good examples throughout. Just the right length for what it needed to cover.
Dislikes: This does not focus ono leadership, it is a practical guide on management 101, so just be aware!
Format: Hard copy
Recommend For: New managers or existing mangers who would like to improve their communication with direct reports.
Memorable Tips:
“The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.”
“The Manager Tools Feedback Model has four simple steps: Step 1: Ask. Step 2: State the Behavior. Step 3: State the Impact of the Behavior. Step 4: Encourage Effective Future Behavior.”
“To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don't want to—because you know the organization needs that to stay competitive.”
“Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.”
“Horstman's Law of Project Management: WHO does WHAT by WHEN.”
December 13, 2023
I don’t believe in saying, “if you only read one book about…” because only unserious individuals about people management in their career would read only one book. I do say this book should be your *next* book if you have not read it.
While the first edition is fantastic, this second edition is a must in our post-pandemic, remote world of work. This book tells you WHAT, WHEN and HOW to do the behaviors to be effective. That is, you learn how to get results and retain your people.
Learn:
1. One on ones with direct reports
2. Live feedback
3. Coaching
4. Documentation
And much more. The authors (decades of combined experiences training powerful people and frontline leaders) have helpful, free podcast going back nearly twenty years.
While the first edition is fantastic, this second edition is a must in our post-pandemic, remote world of work. This book tells you WHAT, WHEN and HOW to do the behaviors to be effective. That is, you learn how to get results and retain your people.
Learn:
1. One on ones with direct reports
2. Live feedback
3. Coaching
4. Documentation
And much more. The authors (decades of combined experiences training powerful people and frontline leaders) have helpful, free podcast going back nearly twenty years.
June 7, 2018
To jest jednocześnie bardzo poważna i komiczna książka.
Poważna bo w konkretny, (według autorów) policzony sposób pokazują jak być dobrym managerem. Przedstawiają cztery główne narzędzia zarządzania zespołem: one on one, feedback, coaching i delegowanie.
Ale komiczna przez sposób mówienia o nich: bardzo specyficzny, dokładny i niezwykle amerykański. Na przykład opisując jak duży powinien być cubicle aby komfortowo przeprowadzić ze swoim podwładnym OOO. Albo jakie dokładnie słowa użyć, aby poprosić pracownika o możliwość dania mu feedbacku.
Ta dokładność ma jednak sens: książka oprócz samych narzędzi jest ciekawym przewodnikiem po zasadach społecznych korporacji i meandrowania między konfliktującymi interesami w etyczny sposób (Czy powinno się zatrudniać znajomych? Ile piw wolno wypić na firmowej wigilii?) Jeśli nawet te rzeczy brzmią anachronicznie to warto z ciekawości przeczytać, aby dowiedzieć się jakie problemy stresują amerykański korpo middle management.
Całościowo to bardzo dobra książka narzędziowa. Masa przykładów, konkretów, bez owijania w bawełne. Szczególnie przyda się tym, którzy nagle muszą zająć się zarządzaniem dużymi zespołami w ustabilizowanej strukturze
Poważna bo w konkretny, (według autorów) policzony sposób pokazują jak być dobrym managerem. Przedstawiają cztery główne narzędzia zarządzania zespołem: one on one, feedback, coaching i delegowanie.
Ale komiczna przez sposób mówienia o nich: bardzo specyficzny, dokładny i niezwykle amerykański. Na przykład opisując jak duży powinien być cubicle aby komfortowo przeprowadzić ze swoim podwładnym OOO. Albo jakie dokładnie słowa użyć, aby poprosić pracownika o możliwość dania mu feedbacku.
Ta dokładność ma jednak sens: książka oprócz samych narzędzi jest ciekawym przewodnikiem po zasadach społecznych korporacji i meandrowania między konfliktującymi interesami w etyczny sposób (Czy powinno się zatrudniać znajomych? Ile piw wolno wypić na firmowej wigilii?) Jeśli nawet te rzeczy brzmią anachronicznie to warto z ciekawości przeczytać, aby dowiedzieć się jakie problemy stresują amerykański korpo middle management.
Całościowo to bardzo dobra książka narzędziowa. Masa przykładów, konkretów, bez owijania w bawełne. Szczególnie przyda się tym, którzy nagle muszą zająć się zarządzaniem dużymi zespołami w ustabilizowanej strukturze
June 28, 2019
My review didn’t save the first time 😞
Second review:
All the people managers at Turing College read this yesterday. It was an all day book club where we all met at the Java Station coffee shop and read it chapter by chapter with intermediate discussions.
There is also a podcast "Manager Tools" with the same material (and even more so). However, I only recommend it if you like listening to gravelly whiskey sandpaper voices.
Instead, you can read this book yourself in about 4 hours!
It has a lot of good content, some of non-intuitive. I liked that it’s data-driven, and not fluffy.
On the flip side, it seems to describe a lot of rough situations that are not normal at AppFolio.
If you are a people manager, or aspire to be one, I recommend adding it to your bookshelf.
Second review:
All the people managers at Turing College read this yesterday. It was an all day book club where we all met at the Java Station coffee shop and read it chapter by chapter with intermediate discussions.
There is also a podcast "Manager Tools" with the same material (and even more so). However, I only recommend it if you like listening to gravelly whiskey sandpaper voices.
Instead, you can read this book yourself in about 4 hours!
It has a lot of good content, some of non-intuitive. I liked that it’s data-driven, and not fluffy.
On the flip side, it seems to describe a lot of rough situations that are not normal at AppFolio.
If you are a people manager, or aspire to be one, I recommend adding it to your bookshelf.
November 30, 2023
Simple strategies to be a more effective manager. Knowing your people, communicating about performance, coaching and delegating are the core concepts. I like that they have tested the approaches and have data to support their scripts and recommendations. I read as a professional development opportunity.
November 5, 2023
Finally, a book to recommend for people starting their managerial path! Worth to read for everyone leading individuals and teams.
4/5 as I wasn't able to relate anyhow to coaching part. It sounds like a good framework to set and track individual development goals, but can't be called coaching.
4/5 as I wasn't able to relate anyhow to coaching part. It sounds like a good framework to set and track individual development goals, but can't be called coaching.
February 28, 2024
Tactical, actionable behaviors of great managers, all backed by research. I've benefitted from the MT podcast for some years now, and appreciate having this as a reference guide to their recommendations. Will read again.
July 11, 2025
This is the most basic version of a “management” book. All 184 pages could have been summarized in a 3-5 page essay or article. Many of the recommendations feel outdated, though the book was only published less than a decade ago.
I would recommend many other books in this genre before this one.
I would recommend many other books in this genre before this one.
May 29, 2023
The best management book I’ve read. Gave actual implementable advice, and didn’t fall into the “self-help” trap that many management books fall into.
December 23, 2024
Super helpful guide for new managers, with practical advice and not just abstract theory.
January 5, 2025
A lot of this I’ve known, a few things I didn’t. If you are just starting out in leadership or aspire to be a manager, this is definitely the book to start your style. I’d recommend to any leader!
July 17, 2023
Excellent
December 26, 2024
Perhaps a lot of common sense and training available elsewhere but it is really helpful to hear it and find it all gathered into one concise and easy to read source.
If you are a new or experienced people manager or project manager, this and the associated podcast are a great resource!
If you are a new or experienced people manager or project manager, this and the associated podcast are a great resource!
January 27, 2020
Practical advice and more concise than their podcasts. The portion on delegation contains a helpful mental model.
December 22, 2020
100% actionable, based on research and data, not opinions.
November 25, 2022
Kordas palju eelmist sama pealkirjaga raamatut, oli selgelt seal inspiratsiooni saanud.
Samas sain häid mõtteid ja nippe, kuidas tulevikus tööd korraldada ja mida proovida, et enda tööd efektiivsemaks muuta.
Samas sain häid mõtteid ja nippe, kuidas tulevikus tööd korraldada ja mida proovida, et enda tööd efektiivsemaks muuta.
July 10, 2016
I was very fortunate to come across Manager-Tools in 2005 when I took on management responsibilities. Since that time I have been avid listener to many Manager-Tools podcasts and in fact have attended the Manager-Tools effective manager and communicator courses; twice.
Yet with everything I have learned from these interactions over the years, The Effective Manager is the book that puts it all together. The rhyme, reason and rationale of what it means to be a manager and more importantly, recommendations of what you should do as a manager are in this book. And yes, I learned even more by reading this book on top of what I have learned via the podcasts and conferences.
For those starting out as managers, I couldn't recommend a better book to get started and to understand how to be effective as a manager. There are many examples on how these recommendations can be applied. Furthermore, the book is full of data points which helped me understand the impact of implementing these various approaches.
Three key takeaways from the book:
1. A manager is responsible for two key things: Results and Retention
2. The four critical manager behaviours are to get to know your people, communicate about performance, ask for more and to push work down. The book provides a plethora of detail and examples of how to do this. This is achieved by the development of the Manager Tools Management Trinity
3. Micromanagement isn't what most people believe it is. Mark Hostman quotes it as "… the systemic and routine application of an intrusive relationship such that the manager assigns a task, explains what to do, how to do it, insists on total process compliance, and then observes the work in real time, correcting the work as it is being done, and, in the event of divergence from standards, taking OVER the work and completing it." Very true.
Yet with everything I have learned from these interactions over the years, The Effective Manager is the book that puts it all together. The rhyme, reason and rationale of what it means to be a manager and more importantly, recommendations of what you should do as a manager are in this book. And yes, I learned even more by reading this book on top of what I have learned via the podcasts and conferences.
For those starting out as managers, I couldn't recommend a better book to get started and to understand how to be effective as a manager. There are many examples on how these recommendations can be applied. Furthermore, the book is full of data points which helped me understand the impact of implementing these various approaches.
Three key takeaways from the book:
1. A manager is responsible for two key things: Results and Retention
2. The four critical manager behaviours are to get to know your people, communicate about performance, ask for more and to push work down. The book provides a plethora of detail and examples of how to do this. This is achieved by the development of the Manager Tools Management Trinity
3. Micromanagement isn't what most people believe it is. Mark Hostman quotes it as "… the systemic and routine application of an intrusive relationship such that the manager assigns a task, explains what to do, how to do it, insists on total process compliance, and then observes the work in real time, correcting the work as it is being done, and, in the event of divergence from standards, taking OVER the work and completing it." Very true.
February 8, 2017
For fans of Horstman's long-running podcast, Manager Tools, this may be a bit of a redundant read, or, depending on how long you've listened, it may actually be a great, in-depth dive into Horstman's four central pillars of being an effective manager. Of course for those who have never heard of Horstman or the Manager Tools podcast, ti might all be new. In any case, the book focuses exclusively on how to implement and conduct one-on-ones (03s), feedback, coaching, and delegation. Horstman's brilliance in laying tou these managerial behaviors/strategies is to both fully explain why they work, how they work, and covering in extensive detail all the ways they can be done improperly as well as the ways to deal with directs who push back against the strategies in any number of ways. The writing is clear, concise, and informative and the strategies all appear quite sound. My one suggestion would be for him to spend a bit more time talking about these strategies within the context of teleworkers and/or and office that is largely made up of remote employees. That's not to say he doesn't discuss the four mamagement pillars in those contexts, but more to point out that much of the book is written with a traditional office in mind, where people are generally all in the same space at the same times throughout the week.
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