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• Cover
• Title Page
• Copyright
• Dedication
• Introduction Who This Book Is for, What It’s about, and Why
• About Manager Tools
• A Note about Data
• A Note about Gender
• Chapter 1: What Is an Effective Manager?
• Your First Responsibility as a Manager Is to Achieve Results
• Your Second Responsibility as a Manager Is to Retain Your People
• The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People
• Chapter 2: The Four Critical Behaviors
• The First Critical Behavior: Get to Know Your People
• The Second Critical Behavior: Communicate about Performance
• The Third Critical Behavior: Ask for More
• The Fourth Critical Behavior: Push Work Down
• Chapter 3: Teachable and Sustainable Tools
• Chapter 4: Know Your People—One On Ones
• Scheduled
• Weekly
• 30-Minute Meeting
• With Each of Your Directs
• The Manager Takes Notes
• Where to Conduct One On Ones
• Chapter 5: Common Questions and Resistance to One On Ones
• The Most Common Forms of One-On-One Pushback
• Talking Too Much and Talking Too Little
• Pushback on Note Taking
• Can I Do One On Ones over the Phone?
• Can I Be Friends with My Directs?
• Can I Do One On Ones as a Project Manager?
• Chapter 6: How to Start Doing One On Ones
• Choose Times from Your Calendar
• Send Out a One-On-One E-mail Invitation
• Allow for Possible Changes in the Near Future
• Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting
• Answer Questions
• Conduct One On Ones Only for 12 Weeks
• Don’t Rush to Get to Feedback!
• Don’t Rush to Get to Negative Feedback
• Chapter 7: Talk about Performance—Feedback
• Encourage Effective Future Behavior
• When Should I Give Feedback?
• Chapter 8: Common Questions and Resistance to Feedback
• How Does It Sound?
• The Capstone: Systemic Feedback
• Chapter 9: How to Start Delivering Feedback
• Announce Your Intention in Your Weekly Staff Meeting
• Schedule 30 Minutes for Your Briefing
• Use Our Materials
• Cover the Purpose of Feedback
• Walk Them through Each Step of the Feedback Model
• Give Only Positive Feedback for Eight Weeks
• Add in Negative Feedback after Eight Weeks
• Stay as Positive as You Can
• Chapter 10: Ask for More—Coaching
• Step 1: Collaborate to Set a Goal
• Step 2: Collaborate to Brainstorm Resources
• Step 3: Collaborate to Create a Plan
• Step 4: The Direct Acts and Reports on the Plan
• Chapter 11: How to Start Coaching
• Chapter 12: Push Work Down—Delegation
• Why Delegation Is the Solution—The Delegation Cascade
• How to Delegate—The Manager Tools Delegation Model
• Chapter 13: Common Questions and Resistance to Delegation
• What Should You Delegate?
• What If a Direct Repeatedly Says No to Delegation Requests?
• Chapter 14: How to Start Delegating
• Afterword
• Index
• End User License Agreement