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Managing ALL-IN-ONE by Marty Brounstein; Peter Economy; Terry Hildebrandt, MA, MA, PCC; Stephen Kindel; Ken Lloyd, PhD; Marshall Loeb; Bob Nelson, PhD; Christina Tangora Schlachter, PhD; Vivian Scott and The Dispute Resolution Center of Snohomish & Island Counties; Marilee Sprenger Managing All-in-One For Dummies® Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com Copyright © 2014 by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permit- ted under Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permis- sion of the Publisher. 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Library of Congress Control Number: 2013954203 ISBN 978-1-118-78408-2 (pbk); ISBN 978-1-118-80814-6 (ebk); ISBN 978-1-118-80815-3 (ebk) Manufactured in the United States of America 10 9 8 7 6 5 4 3 2 1 Contents at a Glance Introduction ................................................................ 1 Book I: Getting Started ................................................ 5 Chapter 1: Now You’re a Manager ...................................................................................7 Chapter 2: Setting Goals as a Manager ..........................................................................23 Chapter 3: Embracing Corporate Social Responsibility..............................................37 Chapter 4: Managing with Technology .........................................................................51 Book II: Embracing Leadership ................................... 61 Chapter 1: Tapping into the Brain of a Leader .............................................................63 Chapter 2: Training and Developing Leadership Brains .............................................87 Chapter 3: Developing a Vision ....................................................................................109 Chapter 4: Building Your Leadership Skill Set ...........................................................125 Chapter 5: The Process of Leadership ........................................................................145 Book III: Mastering Key Management Duties ............. 161 Chapter 1: Hiring: The Million-Dollar Decision ..........................................................163 Chapter 2: Engaging Your Employees .........................................................................181 Chapter 3: Managing Virtual Employees .....................................................................195 Chapter 4: Conducting Meetings That Work ..............................................................205 Chapter 5: Delegating to Get Things Done..................................................................219 Book IV: Communicating with Employees................... 239 Chapter 1: Encouraging Commitment through Coaching and Mentoring ..............241 Chapter 2: Communicating Effectively ........................................................................257 Chapter 3: Having Critical Conversations...................................................................289 Chapter 4: Conducting Performance Appraisals .......................................................315 Chapter 5: Resolving Conflict .......................................................................................347 Book V: Managing Teams ......................................... 373 Chapter 1: Putting Together a Strong Business Team ..............................................375 Chapter 2: Strategies for Building Effective Teams ...................................................397 Chapter 3: Developing Tools for Productive Team Players .....................................425 Chapter 4: Working Productively with Teams ...........................................................453 Chapter 5: Managing Advanced Team Matters ..........................................................473 Book VI: Managing Business Change ......................... 503 Chapter 1: Laying a Foundation for Change ...............................................................505 Chapter 2: Putting Your Plan for Change into Motion ..............................................529 Chapter 3: Making Change Stick ..................................................................................559 Chapter 4: Applying Change Strategies in Specialized Circumstances ...................589 Chapter 5: When Everything Changes: Working with Complex Change .................619 Index ...................................................................... 641 Table of Contents Introduction ................................................................. 1 About This Book ..............................................................................................1 Foolish Assumptions .......................................................................................2 Icons Used in This Book .................................................................................2 Beyond the Book .............................................................................................3 Where to Go from Here ...................................................................................3 Book I: Getting Started ................................................. 5 Chapter 1: Now You’re a Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Identifying the Different Styles of Management ...........................................7 Tough guy (or gal) management ..........................................................8 Nice guy (or gal) management .............................................................9 The right kind of management ...........................................................10 Meeting the Management Challenge ...........................................................11 Skipping quick fixes that don’t stick..................................................12 Partnering with your employees........................................................13 Being open to new ideas and procedures ........................................14 Establishing two-way trust .................................................................15 Mastering the New Functions of Management ...........................................17 Energize .................................................................................................17 Empower ...............................................................................................18 Support ..................................................................................................19 Communicate .......................................................................................20 Taking the First Steps toward Becoming a Manager .................................20 Look and listen .....................................................................................21 Do and learn .........................................................................................22 Chapter 2: Setting Goals as a Manager . . . . . . . . . . . . . . . . . . . . . . . . . .23 Knowing Where You’re Going ......................................................................24 Identifying SMART Goals ..............................................................................27 Setting Goals: Less Is More ...........................................................................29 Communicating Your Vision and Goals to Your Team .............................31 Juggling Priorities: Keeping Your Eye on the Ball .....................................33 Using Your Power for Good: Making Your Goals Reality .........................34 vi Managing All-in-One For Dummies Chapter 3: Embracing Corporate Social Responsibility . . . . . . . . . . . .37 Understanding Socially Responsible Practices .........................................38 Figuring out how you can employ CSR .............................................38 Enjoying net benefits of socially responsible practices .................39 Developing a CSR strategy for implementation ...............................40 Evaluating the Political Side of Your Workplace .......................................41 Assessing your organization’s political environment .....................42 Identifying key players ........................................................................43 Redrawing your organization chart ...................................................44 Doing the Right Thing: Ethics and You .......................................................46 Defining ethics on the job ...................................................................46 Creating a code of ethics ....................................................................47 Checking out a sample code of ethics ...............................................49 Making ethical choices every day ......................................................49 Chapter 4: Managing with Technology . . . . . . . . . . . . . . . . . . . . . . . . . .51 Weighing the Benefits and Drawbacks of Technology in the Workplace ............................................................................................52 Making advances, thanks to automation ..........................................52 Improving efficiency and productivity ..............................................53 Taking steps to neutralize the negatives ..........................................54 Using Technology to Your Advantage ........................................................55 Know your business ............................................................................56 Create a technology-competitive advantage ....................................56 Develop a plan ......................................................................................57 Get some help .......................................................................................59 Getting the Most Out of Company Networks .............................................59 Book II: Embracing Leadership .................................... 61 Chapter 1: Tapping into the Brain of a Leader . . . . . . . . . . . . . . . . . . . .63 Harnessing Multiple Intelligences ...............................................................63 The temporal intelligences .................................................................64 The spatial intelligences .....................................................................66 The personal and social intelligences ...............................................68 Assessing and Applying Your Emotional Intelligence ..............................70 Grasping the role of emotions ............................................................71 Becoming self-aware ............................................................................72 Motivating yourself to move toward goals .......................................75 Recognizing emotions in others.........................................................77 Modeling the emotion you want to see .............................................79 Dealing with out-of-control emotions ................................................80 vii Table of Contents Thinking Your Way to the Top: Decision Making ......................................81 Calling on your head and heart to make better decisions .............82 The frontal lobe: CEO of your brain ..................................................83 Maxing your working memory ...........................................................85 Chapter 2: Training and Developing Leadership Brains . . . . . . . . . . . .87 Holding Sticky Training Sessions ................................................................87 Determining where you are and where you want to go ..................88 Organizing and presenting information ............................................88 Moving from concrete to abstract information ...............................93 Creating Memories That Stick ......................................................................94 Using movement to enhance learning ...............................................95 Calling on pictures to tell the story ...................................................98 Offering feedback .................................................................................98 Redesigning Brains: Helping Employees Train for Change ....................100 Breaking habits, changing networks ...............................................100 Reinforcing changes ..........................................................................101 Dealing with minds that are difficult to change .............................103 Conducting Meetings That Matter .............................................................104 Creating continuity ............................................................................104 Sharing control ...................................................................................105 Soliciting feedback .............................................................................106 Getting your message across ...........................................................106 Keeping the conversations going.....................................................108 Chapter 3: Developing a Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109 The Origins and Benefits of Visions ..........................................................110 Mapping where visions come from .................................................110 Establishing a standard of excellence .............................................111 Staying ahead of the game ................................................................112 Linking the present to the future .....................................................112 Developing a Doable Dream .......................................................................114 Eliminating the luck factor ................................................................114 SWOTing your staff ............................................................................115 Creating More than an Idea ........................................................................116 Assembling a team .............................................................................116 Moving from an idea to a plan ..........................................................118 Staying realistic ..................................................................................120 Using Vision to Harness Opportunities ....................................................122 Spotting an opportunity ....................................................................122 Searching out an opportunity ..........................................................123 Creating an atmosphere in which ideas flourish ...........................123 Keeping Your Vision Dynamic ...................................................................124 viii Managing All-in-One For Dummies Chapter 4: Building Your Leadership Skill Set . . . . . . . . . . . . . . . . . . .125 Taking Stock As You Get Started ...............................................................125 Assessing your situation ...................................................................126 Doing a personal inventory ..............................................................127 Understanding your mission ............................................................129 Getting to know your team ...............................................................130 Strengthening Your Leadership Muscles .................................................131 Using what you have .........................................................................131 Responding to situations flexibly ....................................................132 Taking advantage of fortuitous circumstances ..............................132 Making sense of ambiguous or contradictory messages ..............133 Ranking the importance of different elements ...............................134 Finding similarities in apparently different situations ..................134 Drawing distinctions between seemingly similar situations ........135 Putting concepts together in new ways ..........................................135 Coming up with novel ideas .............................................................136 Communicating with skill .................................................................136 Modeling Great Leadership Behaviors .....................................................138 Drive ....................................................................................................138 A sense of urgency .............................................................................139 Honesty ...............................................................................................140 Good judgment ...................................................................................140 Dependability .....................................................................................140 Trust ....................................................................................................141 Encouraging a learning environment ..............................................141 Grasping the Roles Leaders Play ...............................................................141 The truth seeker.................................................................................142 The direction setter ...........................................................................142 The agent from C.H.A.N.G.E ..............................................................143 The spokesperson .............................................................................143 The coach or team builder ...............................................................144 Chapter 5: The Process of Leadership . . . . . . . . . . . . . . . . . . . . . . . . . .145 Discovering the Skills of a Leader .............................................................145 Making leadership decisions ............................................................146 Setting a direction ..............................................................................146 Conducting mediation .......................................................................147 Facilitating ..........................................................................................148 Cheerleading .......................................................................................149 Harnessing Your Strengths and Weaknesses ...........................................150 Cooperating ........................................................................................150 Listening ..............................................................................................152 Placing others above yourself ..........................................................152 Meeting Expectations from All Directions ................................................153 Mapping out your expectations .......................................................154 Understanding your team’s expectations .......................................156 Living up to your superiors’ expectations......................................158