经理、领导者、教练执行指南

Practical leadership to help you succeedBengt Kallenberg Bengt Kallenberg Being Manager, Leader and Coach Practical leadership to help you succeed Contents 1Introduction7 2Your personal leadership92.1Tips to develop your personal leadership112.2Exercises and assignments14 3Goals, meaning and motivation153.1Results of “research regarding happiness”163.2Tips for increased motivation183.3Exercises and questions22 Personal Effectiveness – a manager in balance23 4 4.1Time Management/Activity Management234.2Keys to success254.3Tips for achieving personal balance254.4Exercises and assignments294.5Case: Time study reduces stress29 EXPERIENCETHE VALUE OF APROFESSIONAL NETWORK Our peer groups are carefully tailored to members’profiles, which ensures both adequate input fromprofessionals who match your level of managementand discipline, and avoids accidental placement witha group of competitors or significant customers. Being Manager, Leader and Coach:Practical leadership to help you succeedContents 5Develop your coaching315.1Tips to become a better coaching manager335.2Exercises and assignments38 6The manager’s most common fears396.1What is fear?396.2Tips on how fears can be handled416.3Exercises and questions43 7The first three months of a new job447.1The transition457.2Tips for managers on new job457.3Case: The right person in the wrong place49 8Head over colleagues518.1Tips for inexperienced (and some experienced) managers528.2Exercises and questions558.3Case: A good manager does not need to be liked55 EXPERIENCE THEBUSINESS BENEFITS OFA PROFESSIONAL NETWORK EGN acts as a support network for your entire business,giving you benefits that include upskilling of your keyemployees, insights into the latest market trends and tools. Being Manager, Leader and Coach:Practical leadership to help you succeedContents 9Building an effective team579.1Tips on building an effective team589.2Questions and exercises61 10Leading in change6210.1Have a vision – faith in the future6310.2Communicate up6410.3Leading in change – terminating employees6410.4Tips for a redundancy talks6410.5Tips on how to lead the change6810.6Exercises and assignments71 11Test your managerial skills7211.1What are you good at and how good are you?72 Manager Test74 This is a global network, wherethe return on human capital istruly enormous. PETER Y. B. TAYFOUNDER & CEOTPS CORPOR ATE SERVICES PTE LTD,SING APORE 1Introduction A coaching conversation with Chris “Based on what you have said, your most important task as a manager here is to develop your people,just what does that mean to you in this case?”I asked Chris. “Well, then I have to take a step back andlet Filippa take the difficult conversations herself, I shouldn’t do it for her. I have probably protected heruntil now. I shouldn’t have to tell Gail what I think good work–life balance looks like since she knowsher job better than anyone else… She needs to take that responsibility herself.” “What happens when you think of doing that?” “I want to feel needed and that I contribute with something, it feels sort of strange not doing it. I don’treally know what to do when Gail comes with her questions. She wants to get good advice from me.How do you think I should do it?” asked Chris hoping he would get an answer from me. “How do you think you can develop Gail best?” “Well, she probably needs to come up with the solution herself and understand what the best way forher is and I need to be confident that this will be good. I need to be more coaching I think. Can yougive me any tips here?” How much of a coach you should be and when, is one issue you have to deal with as a manager. Beinga manager involves meeting people with a plethora of issues; issues they want to find out more about orlearn to deal with. The issue in question can range from a general desire to become “a good employee”to finding a solution regarding a specific and clearly defined problem of a practical or personal nature.The questions can be about being good enough, performing and developing, being new in a role, decisionmaking, change, finding work–life balance or career development. Although each person is unique, many of the questions and issues pop up over and over again, albeitin varying forms. This booklet has identified and attempted to answer some of the questions managershave to deal with. As for Chris in the aforementioned conversation, many managers, especially those who are new to therole, unfortunately do not receive any basic management training and consequently lack both the toolsand experience to handle certain situations. They are expected to cope with all the issues in the managerialposition anyway. This can obviously lead to a feeling of inadequacy and insecurity, something that mightbe difficult to talk about at work. This booklet contains a lot of practical advice and tips, ready to usewhen you encounter uncertainty in your role. Even experienced managers can sometimes feel unaccustomed to