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Оглавление - New to Leading?
10 Real-World Stories About Leading People. Insights. Practice. Results.
- NEW TO LEADING?
- About This Book — A Note from the Author
- How to Use This Book
- Before We Begin
- The Ten-Scenario Map
- PART I
- Step Into the New Role
- Scenario 1. How Do You Become a Manager When You Have Never Managed Before?
- Four entries from a new manager’s diar
- What Matters Here
- One Good Conversation
- Three Questions
- Key Takeaways
- One Action
- SHORT PRACTICE
- Your Manager Is Part of Your New Role
- Scenario 2. Today Is My First Day as the Manager. Yesterday We Were Peers
- From a new manager’s diary
- What Actually Changes
- Three Questions for a One-on-One
- Key Takeaways
- One Action
- Scenario 3. How Do You Delegate When It Would Be Faster to Do It Yourself?
- From a new manager’s diary
- What Is Really Happening?
- Key Takeaways
- One Action
- PRACTICAL TOOL 1
- What Changes When I Become a Manager?
- What Not to Lose Along the Way
- PART II
- Learn to Manage People
- Scenario 4. How Do You Find Your Own Management Style?
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- SHORT PRACTICE
- What Really Motivates My Team?
- Five Questions for the Conversation
- Scenario 5. I Need to Make a Decision My Team Will Not Like
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- Scenario 6. Trust Does Not Mean Constant Agreement
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- Scenario 7. Speak Up or Stay Silent? How to Give Feedback
- From a new manager’s diary
- What Matters Here
- Three Questions Before the Conversation
- Key Takeaways
- One Action
- PRACTICAL TOOL 2
- The NAME Framework
- What It Sounds Like in a Real Conversation
- When Not to Turn the NAME Framework into a Formula
- PRACTICAL TOOL 3
- How to Make Disagreement Productive
- A Rule You Can Agree to Use as a Team
- A Short Template
- PART III
- Stop Being the Go-To Expert
- Scenario 8. How Do You Get Results Without Controlling Every Step?
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- Scenario 9. How Do You Build a Reputation as a Manager Beyond Your Own Team?
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- Scenario 10. How Do You Manage the System Instead of Solving Everything Yourself?
- From a new manager’s diary
- What Matters Here
- Three Questions
- Key Takeaways
- One Action
- PRACTICAL TOOL 4
- Agreement Instead of Micromanagement
- Before You Ask, «How’s It Going?»
- A Mini Template for Assigning Work
- PRACTICAL TOOL 5
- From Fire Drill to System
- A Quick Manager Check
- PROFESSIONAL BOUNDARY
- When the Problem Is Not Only You
- Three Questions
- One Action
- THE FIRST THREE MONTHS AS A MANAGER
- Don’t Rush to Prove Yourself. Learn the Context
- DAYS 1–30
- Understand
- What You Need to Understand
- Conversations in the First Month
- DAYS 31–60
- Agree
- What to Agree On
- What to Check in Yourself
- DAYS 61–90
- Change
- Do Not Change Everything. Choose a Few Points of Leverage
- A Quick Win
- A Self-Check After Three Months
- You Learn Management by Managing
- Action. Try a new behavior in a real management situation
- Five Questions After a Management Situation
- When You Are No Longer the Only One Creating the Result
- From a new manager’s diary
- WHAT MATTERS HERE
- One Action After This Book
- About the Author