A WALL STREET JOURNAL AND USA TODAY BESTSELLER
An actionable strategy guide for busy professionals who want to level up their management game
In The Manager's Handbook, Stanford Graduate School of Business faculty member, serial entrepreneur, and investor in over 100 companies, David Dodson, delivers an insightful work that describes, in highly practical detail, five skills every great manager needs to know if they want to get things done.
Managers desperately want a crisp, how-to book that will show them - in one single title - the way to master the most important skills necessary to run an organization. The Manager's Handbook organizes the five essential skills of effective implementation into one, simple-to-read, easy-to-use, book. The Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.
In the book, you’ll learn how to get better at running any kind of organization by breaking down each essential skill into bite-sized sub-skills you can easily and quickly learn. You'll also find:
- Digestible tips and tactics for hiring the best people, onboarding, performance feedback, and improving the performance of underachievers
- A model script for how to begin an exit interview
- Ways to let people go from your organization gracefully, quickly, and with compassion
The Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.
Table of Contents
Foreword by H. Irving Grousbeck
Acknowledgements
Introduction: The Five Skills of Great Leaders
Part I: Commitment to Building a Team
Chapter 1 Hire for Outcomes
Chapter 2 The One Hundred Day Window
Chapter 3 Instant Performance Feedback
Chapter 4 The 360° Review
Chapter 5 Coaching Underperformance
Chapter 6 Breaking Up is Hard
Chapter 7 Never Waste a Last Goodbye
Part II: Fanatical Custodian of Time
Chapter 8 Activity Is Not Progress
Chapter 9 Make Your Day to Make Your Month
Chapter 10 Curing the Digital Disaster
Chapter 11 Seven Steps to Running a Great Meeting
Chapter 12 Delegating
Part III: Willingness to Seek and Take Advice
Chapter 13 Five Questions
Chapter 14 Finding and Using Mentors
Chapter 15 Executive Coaching
Chapter 16 A Board of Advisors
Part IV: Setting and Adhering to Priorities
Chapter 17 Key Performance Indicators
Chapter 18 The Operating Plan
Chapter 19 Alignment Through Compensation
Part V: An Obsession with Quality
Chapter 20 Quality Drives Profit
Chapter 21 Walk Behind the Tractor
Chapter 22 A Vow to Wow
Implementing The Five Skills of Great Leaders
Afterword by Irv Grousbeck
Notes
Index
