Practical Ways to Manage Yourself
This book is 80% complete
Last updated on 2019-12-10
About the Book
Too few managers think about the first rule of management: If you can’t manage yourself, you can’t manage other people.
Modern work practices demand management excellence. Too few schools teach about management as managing humans. If you’re lucky, you had a great boss and you learned about excellent management from him or her. But, if you didn’t, you’re not alone.
In this book, you’ll learn to see how common—but ill-advised—management practices repel people, instead of attracting them. And, you’ll learn what you can do instead.
Learn to build trust and respect with congruence, and practice management with integrity.
About the Author
Bundles that include this book
Table of Contents
- Acknowledgments
- About this Early Release
- Introduction
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1. Management Starts with Managing Yourself
- 1.1 Discover Your Management Balance with Congruence
- 1.2 Manage With Value-Based Integrity
- 1.3 Self-Esteem Builds Empathy and Respect for Yourself
- 1.4 Managers Serve and Lead Others
- 1.5 Managers Manage the System
- 1.6 Build Your Management Excellence
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2. How Valuable Are Managers?
- 2.1 Myth: I Am More Valuable than Other People
- 2.2 Middle Managers Have a Difficult Balancing Act
- 2.3 Great Management Is Servant Leadership
- 2.4 Assess the Cost of Your Decisions or the Costs of Change
- 2.5 Consider the Value You Offer
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3. Are You the One to Solve This Problem?
- 3.1 Myth: I Must Solve the Team’s Problem for Them
- 3.2 Managers Want to be Helpful
- 3.3 Encourage the People Who See the Problems to Solve Them
- 3.4 Managers Can Help Unstick Problem-Solving
- 3.5 Let the Team Solve Its Own Problems
- 3.6 Options to Avoid Inflicting Help
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4. Does Your Team Need You So They Can Work?
- 4.1 Myth: I am Too Valuable to Take a Vacation
- 4.2 “Please Stay in Touch While You are Gone”
- 4.3 Do You Feel Indispensable?
- 4.4 Prepare to Delegate
- 4.5 Consider What You Can Delegate
- 4.6 Support Your Team’s Decisions
- 4.7 Avoid Anyone Second Guessing Your Team’s Decisions
- 4.8 Take a Vacation
- 4.9 Identify Your Delegation Boundaries
- 4.10 Options to Start Delegation
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5. Can You Be Effective as a Player-Coach?
- 5.1 Myth: I Can Still Do Significant Technical Work
- 5.2 Do You Still Understand the Details?
- 5.3 Know What You Can Do
- 5.4 Consider the Role of a Technical Manager
- 5.5 Create an Environment Where People Can Solve Problems
- 5.6 Can You Contribute Technically?
- 5.7 Where Does Management Time Go?
- 5.8 But, My Manager Expects Me to Do Both
- 5.9 Frustrated By Management Work?
- 5.10 What if You Love Technical Work?
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6. Can You Trust Your Estimation Gut?
- 6.1 Myth: I Know How Long the Work Should Take
- 6.2 How Long Will the Work Take?
- 6.3 Do You Still Know What to Do?
- 6.4 What Does the Manager Want?
- 6.5 Options for When You Don’t Like the Estimate
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7. When Do You Ask, “Are You Done Yet?”
- 7.1 Myth: It’s Fine if I Micromanage
- 7.2 Learn How to Delegate
- 7.3 Clarify Which Information You Need When
- 7.4 Offer Feedback to Managers
- 7.5 Recognize Your Micromanagement
- 7.6 Options to Stop Micromanagement
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8. Does the Team Need Motivation?
- 8.1 Myth: The Team Needs a Cheerleader!
- 8.2 Intrinsic Motivation Is What Counts
- 8.3 Use Purpose for Problem Solving
- 8.4 Transparency Helps Everyone
- 8.5 Cheerleading Denies Everyone Courage
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9. Are You Allowed to Make Mistakes?
- 9.1 My Very Bad-Manager Day
- 9.2 Myth: I Must Never Admit My Mistakes
- 9.3 Managers Make Mistakes
- 9.4 A Manager’s Mistakes Cascade
- 9.5 Managers Can Rebuild Trust
- 9.6 Wrong Decisions Happen
- 9.7 Ask for Help
- 9.8 Create Options to Make Safe Mistakes
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10. When Do You Take Time to Think?
- 10.1 Myth: I Can Concentrate on the Run
- 10.2 When Do You Make Time to Concentrate?
- 10.3 When Do You Decide?
- 10.4 How Do You Concentrate?
- 10.5 Create a Structured Meeting
- 10.6 Sitting Might Not Be the Answer
- 10.7 Make Time to Think
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11. Are Problems Bad?
- 11.1 Myth: I Must Always Have a Solution to the Problem
- 11.2 Managers Rules Prevent Easy Problem-Solving
- 11.3 Rules About Problems Won’t Make The Problems Vanish
- 11.4 Acknowledge Your Feelings
- 11.5 Problems Might be Possibilities
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12. How Much Do You Trust the People You Serve?
- 12.1 Myth: You’re Empowered Because I Said So
- 12.2 What Does Empowerment Mean?
- 12.3 Clarify Boundaries
- 12.4 Telling Isn’t the Same as Being
- 12.5 Options to Extend Trust
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13. What Does “Indispensable” Mean?
- 13.1 Myth: You Believe in Indispensable Employees
- 13.2 Indispensable Employees Create Bottlenecks
- 13.3 What Do You Do with Indispensable Employees?
- 13.4 Consider the Growth Mindset
- 13.5 Avoid the Scarcity Thinking Trap
- 13.6 Origins Of This Thinking
- 13.7 Options to Stop Relying on Indispensable or 10X Employees
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14. How Can I Do All of This Alone?
- 14.1 Myth: Good Managers Don’t Need One-on-Ones
- 14.2 Create Opportunities to See More of the System
- 14.3 Address Your Management Challenges
- 14.4 Build Trust Both Ways
- 14.5 Options to Create Regular One-on-Ones with Your Manager
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15. Where Will You Start Managing Yourself?
- 15.1 Assess Your Behavior Now
- 15.2 Change Behaviors Before Beliefs
- 15.3 Why Do People Not Know About These Ideas?
- 15.4 You Don’t Have to be Perfect
- Annotated Bibliography
- More from Johanna
- Notes
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