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Nao Tenha Medo de Ser Chefe
MAIS DE 150 MIL EXEMPLARES VENDIDOS NO BRASIL. EDIÇÃO REVISTA E ATUALIZADA
Um passo a passo para se tornar o líder de que sua equipe precisa.
“Conselhos práticos, um livro excelente.” ? PETER CAPPELLI, The Wharton School
Não tenha medo de ser chefeaponta a grave epidemia de subgerenciamento que afeta a maioria das empresas.
Neste livro, você vai conhecer, a partir de casos reais, os principais mitos e dificuldades enfrentados pelos gestores para conduzir sua equipe ao sucesso.
Um dos maiores especialistas no assunto, Bruce Tulgan vai ajudar você a adquirir o hábito de gerenciar as pessoas todos os dias e a resolver os pequenos problemas de desempenho antes que se agravem.
Você também vai
Como conversar de modo a obter um desempenho extraordinário de pessoas comuns.
As cinco formas de supervisionar as ações concretas de sua equipe.
Como deixar as expectativas claras sobre o que fazer e como fazer.
As seis perguntas-chave para fazer a si mesmo sobre cada funcionário.
Como ser generoso e flexível, ajudando as pessoas com seus desejos e necessidades.
Capa 192 páginas
Editora Sextante; Ediçã 1 (8 de outubro de 2019)
Português
8543108187
978-8543108186
Dimensões do 20,8 x 13,8 x 1,2 cm
Peso de 349 g
Um passo a passo para se tornar o líder de que sua equipe precisa.
“Conselhos práticos, um livro excelente.” ? PETER CAPPELLI, The Wharton School
Não tenha medo de ser chefeaponta a grave epidemia de subgerenciamento que afeta a maioria das empresas.
Neste livro, você vai conhecer, a partir de casos reais, os principais mitos e dificuldades enfrentados pelos gestores para conduzir sua equipe ao sucesso.
Um dos maiores especialistas no assunto, Bruce Tulgan vai ajudar você a adquirir o hábito de gerenciar as pessoas todos os dias e a resolver os pequenos problemas de desempenho antes que se agravem.
Você também vai
Como conversar de modo a obter um desempenho extraordinário de pessoas comuns.
As cinco formas de supervisionar as ações concretas de sua equipe.
Como deixar as expectativas claras sobre o que fazer e como fazer.
As seis perguntas-chave para fazer a si mesmo sobre cada funcionário.
Como ser generoso e flexível, ajudando as pessoas com seus desejos e necessidades.
Capa 192 páginas
Editora Sextante; Ediçã 1 (8 de outubro de 2019)
Português
8543108187
978-8543108186
Dimensões do 20,8 x 13,8 x 1,2 cm
Peso de 349 g
Paperback
First published March 13, 2007
238 people are currently reading
988 people want to read
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April 6, 2019
О ЧЕМ КНИГА:
Автор уверенно и логично доказывает, что несмотря на большое количество новомодных подходов и концепций управления, компаниям не обойтись без классических приемов менеджмента. Руководители должны помнить, то их главная работа не вдохновлять и мотивировать, а по настоящему управлять людьми: отдавать приказы, следить за их производительностью, исправлять ошибки и поощрять успехи на всех этапах работы.
Последний раздел «Как мне на такое отвечать?» Отговорки подчиненных и ответы сильного менеджера» - просто находка для любого руководителя.
Книга отличная. Сразу включил ее в свой ТОП10 работ по менеджменту.
Эту книгу мы обсуждали в марте на встрече моего Книжного бизнес-клуба.
КАКАЯ БЫЛА ЦЕЛЬ ЧТЕНИЯ:
- Узнать новые приемы управления людьми.
ГЛАВНЫЕ ВЫВОДЫ:
-«Проблема любой компании в том, что невозможно нанять неограниченное количество суперзвезд и руководить приходится обычными людьми. К тому же даже суперзвездами нужно управлять.»
- Настоящая справедливость - это делать больше для одних людей и меньше для других, основываясь на том, чего они заслуживают по результатам работы.
- Не все мы — победители. Исправление ошибок — значительная часть работы управления людьми.
- Сотрудники не могут заниматься только теми задачами, которые им больше нравятся, поскольку работы много, а сотрудников нанимают, чтобы делать то, что необходимо компании.
- «Некоторые менеджеры предпочитают устраивать общие собрания вместо индивидуальных встреч, но собрания не могут их заменить. Встречаясь с подчиненным, вы смотрите ему в глаза, говорите о своих ожиданиях, спрашиваете о работе, оцениваете результаты или предлагаете советы, и ему негде скрыться. На общем же собрании скрыться просто — как менеджеру, так и подчиненным»
- Я должен помнить, что большинству моих подчиненных требуется намного чаще беседовать со мной о работе, чем я думаю.
- Одна из самых больших проблем руководителя - взять и поменять свои стандарты работы и стать требовательным к подчиненным. Не надо этого бояться, а брать и уверенно менять ситуацию.
- Самая главная причина проблем с людьми на работе - это обманутые ожидания. Подчиненные не понимают, что от них хочет руководство. Поэтому надо ясно и четко формулировать ожидания.
ЧТО Я БУДУ ПРИМЕНЯТЬ В ЖИЗНИ И БИЗНЕСЕ:
- Введу жесткое правило - "1 час менеджмента в день". Ведь даже на него в рабочей суете часто нет времени.
- Инструмент "Пейзаж руководителя". Сделать таблицу с шестью колонками: «Кто? Почему? Что? Как? Где? Когда?» В первой колонке, под словом «Кто?», в новых строках перечислить всех своих подчиненных и написать то, что я знаю о них или думаю, что знаю. Затем написать заметки о каждом сотруднике в колонках «Почему?», «Что?», «Как?», «Где?» и «Когда?».
ЕЩЕ НА ЭТУ ТЕМУ:
Дэн Кеннеди «Жесткий менеджмент»
Автор уверенно и логично доказывает, что несмотря на большое количество новомодных подходов и концепций управления, компаниям не обойтись без классических приемов менеджмента. Руководители должны помнить, то их главная работа не вдохновлять и мотивировать, а по настоящему управлять людьми: отдавать приказы, следить за их производительностью, исправлять ошибки и поощрять успехи на всех этапах работы.
Последний раздел «Как мне на такое отвечать?» Отговорки подчиненных и ответы сильного менеджера» - просто находка для любого руководителя.
Книга отличная. Сразу включил ее в свой ТОП10 работ по менеджменту.
Эту книгу мы обсуждали в марте на встрече моего Книжного бизнес-клуба.
КАКАЯ БЫЛА ЦЕЛЬ ЧТЕНИЯ:
- Узнать новые приемы управления людьми.
ГЛАВНЫЕ ВЫВОДЫ:
-«Проблема любой компании в том, что невозможно нанять неограниченное количество суперзвезд и руководить приходится обычными людьми. К тому же даже суперзвездами нужно управлять.»
- Настоящая справедливость - это делать больше для одних людей и меньше для других, основываясь на том, чего они заслуживают по результатам работы.
- Не все мы — победители. Исправление ошибок — значительная часть работы управления людьми.
- Сотрудники не могут заниматься только теми задачами, которые им больше нравятся, поскольку работы много, а сотрудников нанимают, чтобы делать то, что необходимо компании.
- «Некоторые менеджеры предпочитают устраивать общие собрания вместо индивидуальных встреч, но собрания не могут их заменить. Встречаясь с подчиненным, вы смотрите ему в глаза, говорите о своих ожиданиях, спрашиваете о работе, оцениваете результаты или предлагаете советы, и ему негде скрыться. На общем же собрании скрыться просто — как менеджеру, так и подчиненным»
- Я должен помнить, что большинству моих подчиненных требуется намного чаще беседовать со мной о работе, чем я думаю.
- Одна из самых больших проблем руководителя - взять и поменять свои стандарты работы и стать требовательным к подчиненным. Не надо этого бояться, а брать и уверенно менять ситуацию.
- Самая главная причина проблем с людьми на работе - это обманутые ожидания. Подчиненные не понимают, что от них хочет руководство. Поэтому надо ясно и четко формулировать ожидания.
ЧТО Я БУДУ ПРИМЕНЯТЬ В ЖИЗНИ И БИЗНЕСЕ:
- Введу жесткое правило - "1 час менеджмента в день". Ведь даже на него в рабочей суете часто нет времени.
- Инструмент "Пейзаж руководителя". Сделать таблицу с шестью колонками: «Кто? Почему? Что? Как? Где? Когда?» В первой колонке, под словом «Кто?», в новых строках перечислить всех своих подчиненных и написать то, что я знаю о них или думаю, что знаю. Затем написать заметки о каждом сотруднике в колонках «Почему?», «Что?», «Как?», «Где?» и «Когда?».
ЕЩЕ НА ЭТУ ТЕМУ:
Дэн Кеннеди «Жесткий менеджмент»
April 5, 2018
2 and a half stars...why? I like how he breaks it down regarding a few things but...this guy would drive me crazy as a boss. He's the epitome of a micro manager and if I worked for him I'd be so unbearably miserable that I'd end up doing as little as possible until he told me EVERY SINGLE STEP... because that's the type of work environment this guy creates.
Where's the inspiration and motivation...the love for people?
On a side note, I did like how organized he is...but this guy needs to lighten up just a bit and see the human side of his employees. But who knows...maybe I just misunderstood this guy.
THE END.
Where's the inspiration and motivation...the love for people?
On a side note, I did like how organized he is...but this guy needs to lighten up just a bit and see the human side of his employees. But who knows...maybe I just misunderstood this guy.
THE END.
February 10, 2017
Хорошая книга по менеджменту для начинающего руководителя среднего звена. Не все применимо для творческих и IT компаний.
Read
March 22, 2022Makes a lot of good points about management, and it's certainly a good text to consider. That said, I did, at some points, find this guy insufferable. It's very much marketing the ideas to you, and so it feels quite salesy at times. He also has a tendency to talk down to you like you're an idiot, I felt. That bit where he suggested that if a person who reported to you came in to get free candy from your office, grabbing them and being like "oh you want chocolate? here's how you earn it" nearly made me cringe out of my skin. But I did think it was valuable to listen to and the basic ideas are solid. Some of the suggestions for what actually to do feel deeply unnatural and forced, but the ideas are good if you apply them your way, I think.
February 22, 2021
This book is great. It has really helped me create a good baseline for how to manage my staff! Can't wait to try it!
December 2, 2013
A well-written book with an important central theme: the epidemic of under-management in the workplace.
Tulgan describes, accurately in my view, the lack of management leadership dedicated to ensuring that employees understand what their jobs are and the company's expectations for results and adherence to processes designed to ensure them. It's a helpful working guide for managers who are aware that they aren't as effective as they need to be and want to make improvements. Tulgan's advice is clearly stated, functional, and convincing.
Throughout the book, there were times when certain phrasing and points of emphasis came across as harsher than I believe Tulgan intended: using terms like punishment of employees, concepts around telling employees exactly what to do and how to do it, and proposals that have a watchdog tone. These often didn't match up with most of the book's tone (Tulgan's voice) of commitment to providing direction, oversight, performance feedback, and rewards designed to help employees perform well and grow.
When weighing the need to balance the human elements of management with productivity requirements, there is the need to reinforce the realities of the employer-employee work compact and the value of helping employees grow and develop. Tulgan, I believe, gave his best effort to do that.
It came across to me that Tulgan was writing mostly about managers of individual contributors and that the stet-by-step processes were described a tools for managing them. There was a brief section at the end that covered managers of other managers. Although the processes still apply, there are other challenges for that equally under-managed group
Writing how-to books is always a challenge and Tulgan gives this topic its due, driving home the business and personal value of effective managing.
Tulgan describes, accurately in my view, the lack of management leadership dedicated to ensuring that employees understand what their jobs are and the company's expectations for results and adherence to processes designed to ensure them. It's a helpful working guide for managers who are aware that they aren't as effective as they need to be and want to make improvements. Tulgan's advice is clearly stated, functional, and convincing.
Throughout the book, there were times when certain phrasing and points of emphasis came across as harsher than I believe Tulgan intended: using terms like punishment of employees, concepts around telling employees exactly what to do and how to do it, and proposals that have a watchdog tone. These often didn't match up with most of the book's tone (Tulgan's voice) of commitment to providing direction, oversight, performance feedback, and rewards designed to help employees perform well and grow.
When weighing the need to balance the human elements of management with productivity requirements, there is the need to reinforce the realities of the employer-employee work compact and the value of helping employees grow and develop. Tulgan, I believe, gave his best effort to do that.
It came across to me that Tulgan was writing mostly about managers of individual contributors and that the stet-by-step processes were described a tools for managing them. There was a brief section at the end that covered managers of other managers. Although the processes still apply, there are other challenges for that equally under-managed group
Writing how-to books is always a challenge and Tulgan gives this topic its due, driving home the business and personal value of effective managing.
February 9, 2014
Loved loved LOVED this book. Completely changed my philosophy of management (while it is still a new skill I'm developing). Tulgan breaks down the complexity of hands on management in an easy to digest volume. It covered management over many facets career fields without compromising the overall message. As a Starbucks store manager, I feel that I can apply many of his methods to my daily tasks. I look forward to starting my observations and truly being a better manager.
January 31, 2017
Отличная книга, раскрывает идею что менеджмент - это общение с сотрудниками каждый день, исследование проблем которые у них возникают, понимания каких знаний им не хватает и помощь в получении знаний, коучинг.
Дает понять что причина всех проблем в компании, на 100% это только вы. Но изменив свое отношение вы сможете исправить и построить компанию, люди в которой будут стремится к высоким достижениям.
Дает понять что причина всех проблем в компании, на 100% это только вы. Но изменив свое отношение вы сможете исправить и построить компанию, люди в которой будут стремится к высоким достижениям.
January 21, 2021
“Responsibility without sufficient direction and support is not empowerment. It is downright negligent.”
There's an undermanagement epidemic.
Everybody thinks they are "hands-off" managers, but they are negligent in dealing with employees.
That makes for crisis in work, discouraged employees and bad performance everywhere.
The way to counter that is to be more hands-on.
To meet constantly with employees, one on one.
To track performance, to go over the details of the work, to spell out expectations, to provide exact feedback, to write down what is discussed in meetings. To be present and aware, and help employees do good work.
This is real management. It works and it is fine.
Because it really is ok to be the boss.
There's an undermanagement epidemic.
Everybody thinks they are "hands-off" managers, but they are negligent in dealing with employees.
That makes for crisis in work, discouraged employees and bad performance everywhere.
The way to counter that is to be more hands-on.
To meet constantly with employees, one on one.
To track performance, to go over the details of the work, to spell out expectations, to provide exact feedback, to write down what is discussed in meetings. To be present and aware, and help employees do good work.
This is real management. It works and it is fine.
Because it really is ok to be the boss.
May 2, 2019
Встречи 1-1 с сотрудниками, подготовка, поощрять лудших, увольнять худших. Быть гибким, справедливости нет. Ну и много других полезных действий.
1 час в день менеджить минимум.
1 час в день менеджить минимум.
April 18, 2009
This is a great summary of basic management principles and techniques. The author believes there's an undermanagement epidemic and it's undermining nearly every work environment where leaders fail to stay attuned to those they manage. I'm likely to recommend this to our new managers/leaders because it is a) easy to read and understand, b) clearly organized and very practical.
Some highlights:
"High performers want a boss who is strong and highly engaged, who know exactly who they are and exactly what they are doing every step of the way. High performers want a boss who lets them know that they are important and that their work is important. They want a boss who spells out expectations clearly, who teaches them the best practices, who warns them of pitfalls, who helps them solve small problems before they fester and grow, who rewards them when they go the extra mile. High performers want a boss who will clear the low performers out of the way. They are always looking for strong managers who will set them up for success and, thereby, help them earn what they need and want from the job, every step of the way. Strong hands-on managers are like magnets for high performers." p. 30
"Concentrate on four or five people a day.
Make your meetings quick, no more than fifteen minutes.
Consider holding meetings standing up, with a clipboard in hand, (to keep them quick and focused).
Don't let anyone go more than two weeks without a meeting." p. 42
". . . at work, you need to be the boss . . . the best way to build rapport . . . is by talking about the work. Work is what you have in common. p. 46.
"The most effective managers have a special way of talking . . . authoritative and sympathetic, disciplined and patient . . . The voice of performance coaching is steady and persistent, relentlessly methodical and hands-on, enthusiastic and pushy. It is the constant banter of focus, improvement, and accoutability. Think about the best boss you ever had, or the best teacher or camp counselor or pastor" . . . his/her honesty and clarity. p. 47
Develop an obsession with Standard Operating Procedures Convert best practices into "standard operating procedures--and then require employees to follow these procedures precisely." p. 96
Give employees step-by-step checklists whenever possible.
"Ask for an account. In every one-on-one conversation with every employee, ask for an account of what that employee has done since your last conversation: 'What concrete actions did you take? Did you meet the clearly spelled-out expectations?' p. 114
Most people need to do the job for a while before they feel any enthusiasm for it. Also, it's usually not what they do but rather how they are doing it. When people do something with purpose and precision, it is possible to unlock the join in that work. It also helps when they do it with other people who care a lot about that work as well. " p. 130
". . . nearly all performance problems fall into one or more of three categories: ability, skill, or will. "
If ability: it may not be a natural strength and therefore the fit may be wrong.
If skill: it's likely the person needs some knowledge or training.
If will: it's likely a question of motivation and proper recognition.
There are four reasons to fire stubborn low performers: 1) they get paid, 2) they cause problems other employees have to fix, 3) high performers hate to work with low performers--and you can't afford to lose your high performers, 4) low performers send a terrible message to everybody else: 'low performance is an option around here,'
Basics
Set aside one hour a day for managing
Practice talking like a performance coach
Create a managers landscape
Make a preliminary schedule
Set up a performance tracking system
Landscape is simple chart with these columns: who? why? what? how? where? when?
Some highlights:
"High performers want a boss who is strong and highly engaged, who know exactly who they are and exactly what they are doing every step of the way. High performers want a boss who lets them know that they are important and that their work is important. They want a boss who spells out expectations clearly, who teaches them the best practices, who warns them of pitfalls, who helps them solve small problems before they fester and grow, who rewards them when they go the extra mile. High performers want a boss who will clear the low performers out of the way. They are always looking for strong managers who will set them up for success and, thereby, help them earn what they need and want from the job, every step of the way. Strong hands-on managers are like magnets for high performers." p. 30
"Concentrate on four or five people a day.
Make your meetings quick, no more than fifteen minutes.
Consider holding meetings standing up, with a clipboard in hand, (to keep them quick and focused).
Don't let anyone go more than two weeks without a meeting." p. 42
". . . at work, you need to be the boss . . . the best way to build rapport . . . is by talking about the work. Work is what you have in common. p. 46.
"The most effective managers have a special way of talking . . . authoritative and sympathetic, disciplined and patient . . . The voice of performance coaching is steady and persistent, relentlessly methodical and hands-on, enthusiastic and pushy. It is the constant banter of focus, improvement, and accoutability. Think about the best boss you ever had, or the best teacher or camp counselor or pastor" . . . his/her honesty and clarity. p. 47
Develop an obsession with Standard Operating Procedures Convert best practices into "standard operating procedures--and then require employees to follow these procedures precisely." p. 96
Give employees step-by-step checklists whenever possible.
"Ask for an account. In every one-on-one conversation with every employee, ask for an account of what that employee has done since your last conversation: 'What concrete actions did you take? Did you meet the clearly spelled-out expectations?' p. 114
Most people need to do the job for a while before they feel any enthusiasm for it. Also, it's usually not what they do but rather how they are doing it. When people do something with purpose and precision, it is possible to unlock the join in that work. It also helps when they do it with other people who care a lot about that work as well. " p. 130
". . . nearly all performance problems fall into one or more of three categories: ability, skill, or will. "
If ability: it may not be a natural strength and therefore the fit may be wrong.
If skill: it's likely the person needs some knowledge or training.
If will: it's likely a question of motivation and proper recognition.
There are four reasons to fire stubborn low performers: 1) they get paid, 2) they cause problems other employees have to fix, 3) high performers hate to work with low performers--and you can't afford to lose your high performers, 4) low performers send a terrible message to everybody else: 'low performance is an option around here,'
Basics
Set aside one hour a day for managing
Practice talking like a performance coach
Create a managers landscape
Make a preliminary schedule
Set up a performance tracking system
Landscape is simple chart with these columns: who? why? what? how? where? when?
April 19, 2020
Suggested new title :"it's okay to micro manage your staff"
Tulgan espouses a Very hands-on style of management. Tulgan's claim is that most managers are under-managing.
Good management is close to micro management in Tulgans view.
"If I had to choose, I'd risk micromanaging." P 102.
"Usually, what people refer to as micromanagement is in fact an example of undermanagement managers not telling their employees what to do and how to do it."
Tulgans thinking is the polar opposite of many popular current management experts advising to give your employees a task to do and trust them to figure out the best way to do it.
Good management practice according to Tulgan looks like a A performance improvement plan.
"Here's how (PIP) works. The manager and the employee together set clear expectations and work out a plan for what the employee needs to do to improve performance. Goals are broken down into concrete steps and to do Kratts with tight deadline and guidelines and parameters are clearly spelled out. Every week or sometimes every day the manager is supposed to monitor the employees performance very closely according to the plan and document regularly whether the employees performance meets expectations. ... The standard PIP actually covers the basics of managing. " P 119.
"It is worth remembering that few people start out passionate or enthusiastic about anything. Most people need to do the job for a while before they feel any enthusiasm for it".
! Really?! That describes no one I've met at any workplace ever.
Tulgan espouses a Very hands-on style of management. Tulgan's claim is that most managers are under-managing.
Good management is close to micro management in Tulgans view.
"If I had to choose, I'd risk micromanaging." P 102.
"Usually, what people refer to as micromanagement is in fact an example of undermanagement managers not telling their employees what to do and how to do it."
Tulgans thinking is the polar opposite of many popular current management experts advising to give your employees a task to do and trust them to figure out the best way to do it.
Good management practice according to Tulgan looks like a A performance improvement plan.
"Here's how (PIP) works. The manager and the employee together set clear expectations and work out a plan for what the employee needs to do to improve performance. Goals are broken down into concrete steps and to do Kratts with tight deadline and guidelines and parameters are clearly spelled out. Every week or sometimes every day the manager is supposed to monitor the employees performance very closely according to the plan and document regularly whether the employees performance meets expectations. ... The standard PIP actually covers the basics of managing. " P 119.
"It is worth remembering that few people start out passionate or enthusiastic about anything. Most people need to do the job for a while before they feel any enthusiasm for it".
! Really?! That describes no one I've met at any workplace ever.
January 5, 2019
Oh man... this book. I wanted to like it so much more than I did. I really wish I could’ve given it 3.5 stars, but since I can’t, and since I’m a nice person, I rounded up. I think what disappointed me about this was its lack of subtlety and elegance. It was blunt. It lacked refinement. And ultimately, that’s likely what its target audience needs... it just wasn’t what I was looking for.
If a manager isn’t getting the results they’re looking for, this book will be a valuable asset. It plays it safe in its advice and clearly lays out the points it is trying to make, much like the way it suggests managers lay out expectations for employees. If A, then X. If B, then Y. If C, then Z. Unfortunately, it is precisely because it is so explicit in its direction that it has its shortcomings. What happens when the path is so clear for the sort of manager who will benefit most from this book when they are faced with Situation D, for which no solution has been given? I am not sure this book gives them enough of a toolbox to handle that situation- but it potentially unrealistically gives them the idea that they’ll know what to do.
As part of a healthy diet of managerial improvement literature, this book has merit, and I stand by my four star rating. However, readers should keep in mind that this book does not have all the answers, and potentially has gaping holes that will be instrumental to their future success.
If a manager isn’t getting the results they’re looking for, this book will be a valuable asset. It plays it safe in its advice and clearly lays out the points it is trying to make, much like the way it suggests managers lay out expectations for employees. If A, then X. If B, then Y. If C, then Z. Unfortunately, it is precisely because it is so explicit in its direction that it has its shortcomings. What happens when the path is so clear for the sort of manager who will benefit most from this book when they are faced with Situation D, for which no solution has been given? I am not sure this book gives them enough of a toolbox to handle that situation- but it potentially unrealistically gives them the idea that they’ll know what to do.
As part of a healthy diet of managerial improvement literature, this book has merit, and I stand by my four star rating. However, readers should keep in mind that this book does not have all the answers, and potentially has gaping holes that will be instrumental to their future success.
February 13, 2017
Більше книжка про мотивацію для менеджерів ніж про менеджмент.
Суть полягає у тому, щоб виділяти щодня близько години на те, щоб проговорити зі своїми підопічними(по 15 хв на людину) віч-на-віч робочі моменти щоб зрозуміти які у них слабкі місця, і як можна допомогти їм працювати краще.
Всю цю ідею можна було описати у 50 сторінок, але автор вирішив, що для того, щоб це зробити потрібна мотивація і 150 сторінок ми читаємо воду.
Не зважаючи на те, що книжка була написана у 2007 році, автор вважає, що чим довше ми сидимо на роботі, тим ефективніше і краще ми працюємо. Я зустріла ~3 рази приклади того, як заставити свого співробітника сидіти 8 годин на офісі. Абсурд трохи.
Попри всю мою критику ця книжка має гарну ідею, яку можна попробувати втілювати на своїх проектах.
Суть полягає у тому, щоб виділяти щодня близько години на те, щоб проговорити зі своїми підопічними(по 15 хв на людину) віч-на-віч робочі моменти щоб зрозуміти які у них слабкі місця, і як можна допомогти їм працювати краще.
Всю цю ідею можна було описати у 50 сторінок, але автор вирішив, що для того, щоб це зробити потрібна мотивація і 150 сторінок ми читаємо воду.
Не зважаючи на те, що книжка була написана у 2007 році, автор вважає, що чим довше ми сидимо на роботі, тим ефективніше і краще ми працюємо. Я зустріла ~3 рази приклади того, як заставити свого співробітника сидіти 8 годин на офісі. Абсурд трохи.
Попри всю мою критику ця книжка має гарну ідею, яку можна попробувати втілювати на своїх проектах.
May 31, 2019
It was interesting to realize that a past manager must have read this book, since I recognized some of the techniques covered. Should be useful, though a little broad/vague at points where I would have liked more concrete examples.
March 24, 2025
Ser o chefe que sua equipe precisa mas nem sempre o que ela deseja.
Conselhos bons, práticos e muito diretos. Direcionamentos para um gerenciamento “corpo a corpo” de forma a identificar mais rápido as necessidades de sua equipe e agir de forma adequada para cada colaborador.
Conselhos bons, práticos e muito diretos. Direcionamentos para um gerenciamento “corpo a corpo” de forma a identificar mais rápido as necessidades de sua equipe e agir de forma adequada para cada colaborador.
October 13, 2012
Recommended by my supervisor, this book TOTALLY motivated me to improve THE RIGHT WAY that my team needs! A HUGE inspiration for me!!
January 20, 2024
Practical & good refresher for people managers. The effect of 'undermanagement epidemic" and it's causes. How to be a stronger & an effective manager.
April 5, 2023
He has a point in that there is a deficit of management, more particularly good management... and there are some good ideas herein. On the other hand this isn't the answer. Really this book is more an argument for becoming a genuine manager rather than being much practical help in actually becoming one. Most of the actual suggestions are far too dictatorial for using in a real work place. These suggestions are probably originally aimed at a Gen Y workforce where young people need close guidance, and that does seem to be the problem behind the thinking.
Quite a different approach is needed for managing people who are in turn actual managers - either of people of processes. However even more generally, people aren't machines and they don't work quite like this book imagines - this approach attempts to address this, but lacks the necessary psychology. Furthermore managers aren't necessarily (even often) right all the time against their employees views, and thus the book's approach is likely to lead to more workplace issues rather than less.
Quite a different approach is needed for managing people who are in turn actual managers - either of people of processes. However even more generally, people aren't machines and they don't work quite like this book imagines - this approach attempts to address this, but lacks the necessary psychology. Furthermore managers aren't necessarily (even often) right all the time against their employees views, and thus the book's approach is likely to lead to more workplace issues rather than less.
May 11, 2021
My 4-star review is with mixed feelings. Parts of the book were great and deserved four stars and some parts even more. Other parts deserved three and perhaps only two stars.
I saw other reviews stating this guy is a typical micromanager. I tend to think he might come across that way. There are things I would not want any boss to do and would not want to do it to anyone else. Writing a book to address management between sectors, industries, and companies cannot make everyone happy.
There are good parts and things that need said. Too many managers treat "out of sight, out of mind" as the normal or they like the drama of dumpster fires so they can be the hero. I think one of the best parts of the book was minimized to the end. How do you work and treat your boss? It could have been a bigger part of the book.
I saw other reviews stating this guy is a typical micromanager. I tend to think he might come across that way. There are things I would not want any boss to do and would not want to do it to anyone else. Writing a book to address management between sectors, industries, and companies cannot make everyone happy.
There are good parts and things that need said. Too many managers treat "out of sight, out of mind" as the normal or they like the drama of dumpster fires so they can be the hero. I think one of the best parts of the book was minimized to the end. How do you work and treat your boss? It could have been a bigger part of the book.
December 7, 2024
As a business owner with a “blue” personality, this book was written for me! I’ve read alot of business books over the last few years and this was by far the most useful. It gives specific, detailed instructions on how to be The Boss—and be okay with it! (I’ve never been ok with it—that’s my hurdle.) Key takeaway: your employees WANT you to manage them! They want detailed instructions, honest and immediate feedback, and lots of it. AND they won’t get mad or hurt if you ask them to do something and then make sure they do it. I honestly wish I’d read this when I became a mother—it 100 percent applies to raising children! Every business owner, manager, supervisor and PARENT shld read this book. Well-written, readable and quick to get thru.
June 19, 2018
This is the book I recommend to anyone who has an opinion about management and managers.
My Management 101 formula is simple: Read chapter one of this book, and study the following Peter Drucker quote (approximately): The manager's job is to make the employee's strengths productive (for the organization) while making the employee's weaknesses irrelevant.
Chapter 1 of this book says this: Why do some managers micromanage? Because they don't know how to manage. They don't understand their job as a manager.
I recommend chapter one of this book as an ingredient in anyone's recipe for being and/or becoming a good manager.
My Management 101 formula is simple: Read chapter one of this book, and study the following Peter Drucker quote (approximately): The manager's job is to make the employee's strengths productive (for the organization) while making the employee's weaknesses irrelevant.
Chapter 1 of this book says this: Why do some managers micromanage? Because they don't know how to manage. They don't understand their job as a manager.
I recommend chapter one of this book as an ingredient in anyone's recipe for being and/or becoming a good manager.
This entire review has been hidden because of spoilers.
May 6, 2018
This is a book I've been recommended and now already, just a few months after reading, find myself recommending to others. It's not long, but a nice quick coverage of "if it is your job to give people instructions, it is completely okay to give them those instructions." As a new manager, I've been reading a variety of management theory (much different reading it now than when I read that genre before managing) and this is most definitely a valuable perspective. And at the length, it doesn't hurt to check it out.
December 24, 2023
The worst book I ever read. It just teaches micromanagement techniques with no good reathon for it. It shows magaer as the only smart and competent person in the company, none of other people can be even considered close to them or understand themselves what and mainly how they can or should do their work. Only manager knows it and can show, control, estimate and evaluate the quality, because he/she empowered yo for it. Don't really recommend the book and for dire don't use techniques described in this book, if you wish to be a good manager.
July 27, 2019
По ощущениям, автор считает всех подчиненных глупыми и поддерживает идею тотального контроля, но просит не называть это микро-менеджментом. Не смог дочитать до конца. Читал как антипод agile-подходам.
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For me, it feels like the author considers all subordinates stupid and supports the idea of total control, but asks not to call it micro-management. Couldn't finish reading. Read as an antipode to agile approaches.
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For me, it feels like the author considers all subordinates stupid and supports the idea of total control, but asks not to call it micro-management. Couldn't finish reading. Read as an antipode to agile approaches.
August 9, 2019
Неплохое пособие для специалиста, которого внезапно повысили до начальника отдела, но не объяснили, что с этим делать дальше.
Как и все подобные книги, грешит многократным повторением одной и той же мысли (видимо, чтобы она побыстрее впечаталась в мозг).
Итак, по мнению автора, необходимо:
1. Не бояться требовать.
2. Активно интересоваться, чем занимаются подчиненные.
3. Признать, что некоторые люди просто туповаты и нуждаются в подробных инструкциях.
Как и все подобные книги, грешит многократным повторением одной и той же мысли (видимо, чтобы она побыстрее впечаталась в мозг).
Итак, по мнению автора, необходимо:
1. Не бояться требовать.
2. Активно интересоваться, чем занимаются подчиненные.
3. Признать, что некоторые люди просто туповаты и нуждаются в подробных инструкциях.
November 4, 2020
Отличная книга для тех, кто только начинает управлять командой или уже в процессе, но не совсем понимает, что нужно делать. На ситуациях разбираются конкретные действия и шаги, которые стоит предпринять. Описывается четкое понимание хорошего руководителя/менеджера. Что как раз смущает в этой книге — руководитель = менеджер, хотя в моем понимании это две разные роли, каждая из которых занимается разными задачами. Но может это зависит от компании.
November 4, 2019
Brilliant- exactly the book I needed
I have been a boss before but this new team has been a big struggle. I came in after a long absence of mgmt and the team was looking for a strong leader. My “we are all in this together” hands off approach was not serving me well. This book laid out some clear action and I am becoming a much better boss.
I have been a boss before but this new team has been a big struggle. I came in after a long absence of mgmt and the team was looking for a strong leader. My “we are all in this together” hands off approach was not serving me well. This book laid out some clear action and I am becoming a much better boss.
February 12, 2020
Blue collar management
This book definitely has a big focus on simpler jobs with not very well trained employees that rotate often.
The principles, thought, are worth reading about. I wouldn't implement all the practices in software engineering management, but some of them might be helpful.
Take this book with a grain of salt. Some advice is too old-school.
This book definitely has a big focus on simpler jobs with not very well trained employees that rotate often.
The principles, thought, are worth reading about. I wouldn't implement all the practices in software engineering management, but some of them might be helpful.
Take this book with a grain of salt. Some advice is too old-school.
February 21, 2021
2.5 estrelas reflete melhor minha avaliação. Deve ser lido junto com Drive e/ou The Making of a Manager pra garantir um equilíbrio. É um contraponto tradicional às novas tendências de gestão. Pode ser útil para líderes inseguros, com dificuldades de se posicionar ou pessoas ingressando em indústrias de alta pressão.
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