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How did Bill Clinton get his party to take him seriously again after the sex scandal story broke? Who was the manager behind Edmund Hillary’s ascent of Mount Everest? Why could taking a nap after lunch be your route to a more productive day?
This engaging and entertaining book takes a fresh, honest approach and explores what it’s really like to be a manager. It addresses the kinds of issues managers face on a daily basis, from prioritising their time and balancing a team, to recruiting new staff and managing the numbers.
Written by Philip Delves Broughton, FT journalist and bestselling author of What They Teach You at Harvard Business School, this book is jam packed with titillating case studies and anecdotes from the very best and worst managers, including everyone from Bill Clinton and Mark Zuckerberg to Alex Ferguson and Roger Federer.
“for most of us, our days are more like splat-the-rat, flailing at problems as they emerge, hoping that one good wallop does the trick, but fearing that nothing is ever well and truly solved”
Management Matters, Philip Delves-Broughton
Introduction: What is Management?
Ch 1 Managing Yourself
Taking a Personal Audit
Focusing on What You Can Control
Taking Care of Yourself
Finding Your Motivation
Working with What You’ve Got
Combating Performance Anxiety
Trusting Your Own Judgement
Doing What Feels Right
Moving the Flywheel of Success
Top 10 Tips for Managing Yourself
Ch 2 Managing Others
Hiring for Tomorrow
Hiring Junior Staff
Hiring Other Managers
Jagged Resumes, Talent that Whispers and Talent that Shouts
Getting Past Stereotype and Charisma
Managing Clever People
Using Perverse Incentives
Keeping it Simple
Handling Crisis Junkies
Learning from Hedge Funds
Don’t Compete, Co-operate
Dealing with Complainers
Managing Social Networks
Top 10 Tips for Managing People
Ch 3 Managing Processes
Learning from Toyotas Production System
Starting Lean and Staying Lean
Death by Powerpoint: Sharing Information
Getting the Most Out of Meetings
Mastering the Art of Negotiation
Creating a Networked Environment
Top 10 Tips for Managing Processes
Ch 4 Managing Numbers
Finding Value in What You Know
Managing for Value
Ignoring the Facts
Focusing on Relevance Rather Than Rules
Top 10 Tips forManaging Numbers
Ch 5 Managing Change
Managers vs. Leaders
Observing the Unintended Effects of Change
Avoiding Common Mistakes
Turning Conflict into Creativity
Developing a Vision
Harnessing the Power of Stories
Achieving Cultural Continuity
Managing Disruptive Change
Top 10 Tips for Managing Change
Ch 6 Managing Strategy
Managing Open Innovation
Top 10 Tips for Managing Strategy