Practical Ways to Manage Yourself
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Last updated on 2020-09-18
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.
- Praise Quotes
- About this Release
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 Consider These Principles for Managing Yourself
- 1.7 Build Your Management Excellence
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 Cost of Change
- 2.5 Consider the Value You Offer
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
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 Identify Your Delegation Boundaries
- 4.9 Options to Start Delegation
- 4.10 Take a Vacation
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?
- 5.11 Options to Move from Player-Coach to Manager
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
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
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
- 8.6 Options to Encourage and Create Real Motivation
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 Options to Make Safe Mistakes
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 Options to Make Time to Think
11. Are Problems Bad?
- 11.1 Myth: I Must Always Have a Solution to the Problem
- 11.2 Manager Rules Prevent Easy Problem-Solving
- 11.3 Transform Your Manager Rules to Guides
- 11.4 Rules About Problems Won’t Make the Problems Vanish
- 11.5 Acknowledge Your Feelings
- 11.6 Problems Might Be Possibilities
- 11.7 Options to Consider Your Consider Problems as Possibilities
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
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
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
15. Where Will You Start Managing Yourself?
- 15.1 Measure Your Cycle Time
- 15.2 Assess Your Behavior Now
- 15.3 Change Behaviors Before Beliefs
- 15.4 Why Do People Not Know About These Ideas?
- 15.5 You Don’t Have to Be Perfect
- Annotated Bibliography
- More from Johanna
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