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‘Practical, concise and full of tips that every manager needs to know, The Financial Times Guide to Management provides a powerful guide for leaders at every level.’
Arianna Huffington, Chairman, President and Editor-in-Chief, The Huffington Post Media Group
‘This is clear, encouraging and packed with good sense – just like its author. A winner.’Eleanor Mills, Editorial Director, The Sunday Times
‘Amidst the myriad of books on leadership, this guide presents an unusually concrete, comprehensive and practical set of principles and learnings for managers at every level.’
John Pepper, Former CEO & Chairman P&G; Former Chairman Walt Disney
From motivating a team and developing star talent to controlling budgets and fostering innovation, The Financial Times Guide to Management is your authoritative guide to becoming an effective manager.
Full of practical tips and advice, this defi nitive handbook offers
solutions to the everyday challenges of:• Managing yourself• Developing communication skills and emotional intelligence• Managing others• Setting strategic direction• Managing change• Managing money, resources and technology
There is also on-the-ground advice from the executive frontline,
with insights from leaders including Paul Polman (CEO, Unilever),
Steve Marshall (Chairman, Balfour Beatty) and Cilla Snowball
(Chairman and CEO, AMV BBDO).
Whether you’re a new team leader or an experienced director,
this book contains everything you need to know to become an
Introduction: What is Management?
Part I: Managing Yourself
Chapter 1: What kind of manager are you?
Chapter 2: Getting things done
Chapter 3: Managing your career
Part II: Developing Skills That Make a Difference
Chapter 4: Communicating well
Chapter 5: Understanding others (emotional intelligence)
Part III: Managing Others
Chapter 6: Coaching, motivating and developing others
Chapter 7: Hiring firing and reshaping talent
Chapter 8: How to engage, evaluate and align employees
Chapter 9: Performing teams and productive meetings
Part IV: Setting Direction and Achieving Results
Chapter 10: Setting a strategy
Chapter 11: Making strategy actionable
Chapter 12: Creating cultures that work
Chapter 13: Getting results and how to measure them
Part V: Managing Change
Chapter 14: How to manage change
Chapter 15: Designing and delivering innovation
Chapter 16: Managing stakeholders, with customers at the centre
Part VI: Managing Money, Resources and Technology
Chapter 17: Project management basics
Chapter 18: Managing budgets and other financials
Chapter 19: Understanding Digital and Big Data
Advice from the Frontline
Chapter 20: The Last Word – views from the front line
A Guide to the Gurus