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Expert Business Coach and trainer Glenn Devey shares with you his inside secrets to delivering the best feedback to engage your staff in their development journey. Critical to your success as a manager is your ability to consistently raise the performance of your team members, and the best leaders let their staff know exactly how they are measuring up. This friendly, engaging guide will give you a shortcut to a management skill that is valuable and rare, but essential to make your mark as a great leader. Let Glenn show you how to master his tried and tested feedback models, and you'll be able to deal confidently and fairly with your staff even when stakes are high. Step by step, you'll learn to deliver professional and effective reprimands with minimal stress, apply subtle psychological tactics to steer your team towards success, diplomatically deliver feedback to senior leaders, articulate your feedback to keep your team motivated, and deal with difficult feedback situations. Packed with tips, advice, real life case studies and written with humor along the way, this accessible guide will help you to fulfill your management potential.
Offering a quick read on the basics of performance reviews, this guide features short, informally written chapters, bulleted lists, self-examinations, seven types of sidebars, and chapter-ending checklists of important points.
Many books have been written about talent management and succession planning but few have focused on how busy managers can incorporate the important task of finding, developing, and keeping the best people into their daily routine. Aimed at managers at all levels and featuring real-world examples this indispensable guide explains why managers, not the HR department, must take the lead in attracting, cultivating, and retaining the most productive, promotable people...and arms them with the practical skills they need to do it...every day.
USE THE POWER OF EMPLOYEE ENGAGEMENT TO IGNITE PASSION, PURPOSE, AND PRODUCTIVITY IN EVERY MEMBER OF YOUR STAFF Successful managers understand that their job is to help employees do their best work, not simply give orders. The Manager's Guide to Employee Engagement shows leaders at all levels how to build relationships that support collaboration and drive meaningful performance improvement. Learn how to: Foster loyalty, trust, and commitment in all your employees Create a culture of positive thinking Empower employees to act as internal entrepreneurs Align employee and organizational values and goals Become "the best boss ever"--without losing sight of business goals Learn how to make your employees engaged and successful--and facilitate your own success at the same time. Briefcase Books, written specifically for today's busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page: Clear definitions of key terms and concepts Tactics and strategies for engaging employees Tips for executing the tactics in the book Practical advice for minimizing the possibility of error Warning signs for when things are about to go wrong Examples of successful engagement tactics Specific planning procedures, tactics, and hands-on techniques
As managers, we are expected to hold career and professional development discussions with our employees, although many of us feel ill-equipped for these conversations. Are you unsure how or where to begin with your employees’ development? Perhaps you want to brush up on how to create more meaningful development plans? This TD at Work is a primer intended for managers, human resources professionals, and others. It is a practical, go-to guide that will explain: · why career development is important to the organization, employee, and manager · who is responsible for specific aspects of the employee development process · how to facilitate the employee development process · the characteristics of a strong individual development process · how to lead successful development discussions
Giving someone feedback can be a daunting task for a manager—especially when an employee is underperforming. To soften the blow, we sometimes refer to difficult feedback as “developmental” or “constructive.” But these phrases rarely prompt the type of productive conversations managers need to have with team members. Steve King, a longtime executive who has held leadership roles with a variety of organizations, cuts to the chase with a simple and tested framework on providing feedback. Think of how great it would be to break through the typical awkwardness of giving feedback and start having serious conversations about performance, development, and careers. Regardless of your role, if you want to give feedback to others on a regular basis, you need a proven approach to improve the quality of your conversations. It starts with four simple words—Brag, Worry, Wonder, Bet.

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