Trim Size: 6in x 9in ❦ ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page ii ❦ ❦ Trim Size: 6in x 9in ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page i Mind Tools for Managers ❦ ❦ ❦ Trim Size: 6in x 9in ❦ ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page ii ❦ ❦ Trim Size: 6in x 9in ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page iii JAMES MANKTELOW JULIAN BIRKINSHAW 100 WAYS TO BE A BETTER BOSS ❦ MIND TOOLS FOR MANAGERS ❦ ❦ Trim Size: 6in x 9in ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page iv Copyright © 2018 by Wiley All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor the author shall be liable for damages arising herefrom ❦ For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Cataloging-in-Publication Data Names: Manktelow, James, author | Birkinshaw, Julian M., author Title: Mind tools for managers : 100 ways to be a better boss / James Manktelow, Julian Birkinshaw Description: Hoboken : Wiley, 2018 | Includes bibliographical references and index | Identifiers: LCCN 2017060281 (print) | LCCN 2018008034 (ebook) | ISBN 9781119374404 (pdf) | ISBN 9781119374374 (epub) | ISBN 9781119374473 (hardback) Subjects: LCSH: Leadership | Success in business | Personnel management | BISAC: BUSINESS & ECONOMICS / Management | BUSINESS & ECONOMICS / Leadership | BUSINESS & ECONOMICS / Careers / General Classification: LCC HD57.7 (ebook) | LCC HD57.7 M3556 2018 (print) | DDC 658.4/09—dc23 LC record available at https://lccn.loc.gov/2017060281 Cover Design: Wiley Printed in the United States of America 10 Mind Tools is a registered trademark of Mind Tools Ltd International Registration No 1193379, U.S No 4566696, EU No 012473377, Canada No TMA914089, Australia No 1608561, and New Zealand No 993356 ❦ ❦ Trim Size: 6in x 9in ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page v This book is dedicated to Rachel Thompson Manktelow and Laura Birkinshaw for their help and support, and for their professional insights ❦ ❦ ❦ Trim Size: 6in x 9in ❦ ❦ Manktelow ffirs.tex V1 - 02/23/2018 6:51pm Page vi ❦ ❦ ❦ Trim Size: 6in x 9in Manktelow ftoc.tex V1 - 02/23/2018 7:03pm Page vii Contents Acknowledgments xv Author Biographies xvii Introduction xix PART I KNOW AND MANAGE YOURSELF Chapter ❦ Chapter Know Yourself Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model) Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis) Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting) Build Your Self-Confidence Be Aware of How Your Actions Impact Others ( Journaling for Self-Development) Think Positively and Manage Negative Thoughts (Cognitive Restructuring) Adopt a Self-Development Mindset (Dweck’s Fixed and Growth Mindsets) Other Techniques for Knowing Yourself Plan and Manage Your Time Find More Time in Your Day by Eliminating Low-Yield Activities (Activity Logs) Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix) vii ❦ 10 11 13 15 16 17 19 ❦ Trim Size: 6in x 9in viii ❦ Manktelow ftoc.tex Contents 10 Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs) 11 Schedule Your Time Effectively 12 Keep Yourself Focused: Managing Distractions, Improving Flow 13 Beat Procrastination Other Techniques for Planning and Managing Your Time Chapter ❦ Chapter V1 - 02/23/2018 7:03pm Page viii 21 22 24 25 27 Cope with Change and Stress 14 Develop Personal Resiliency, and Grow from Setbacks 15 Analyze and Manage Sources of Stress (Stress Diaries) 16 Manage Negative Emotions at Work (The STOP Method for Anger Management) 17 Manage the Impact of Pressure on Performance (The Inverted-U Model) 18 Overcome Fears of Failure or Success 19 Learn from Your Experience in a Systematic Way (Gibbs’s Reflective Cycle) Other Techniques for Coping with Change and Stress 28 Manage Your Career over Time 20 Find a Career That Suits Who You Are (Ibarra’s Identify Transition Process) 21 Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process) 22 Shape Your Role to Suit Your Strengths and Aspirations ( Job Crafting) 23 Thrive at Work (The GREAT DREAM Model) 24 Find the Work–Life Balance That’s Best for You (The Wheel of Life®) 40 ❦ 29 31 32 33 35 37 39 41 44 44 46 48 ❦ Trim Size: 6in x 9in ❦ Manktelow bref.tex V1 - 02/28/2018 3:36pm Page 233 References 233 Schaupp, M (2017) Why a management concept fails to support managers’ work: The case of the “core competence of a corporation.” Management Learning 48(1) Schlack, J.W (2015) Use your customers as ethnographers Harvard Business Review, August 2015 Schwartz, P (1991) Art of the Long View Profile Books Seligman, M.E.P (2011) Flourish: A Visionary New Understanding of Happiness and Well-being Free Press Slovic, P., Finucane, M.L., Peters, E et al Risk as analysis and risk as feelings: Some thoughts about affect, reason, risk and rationality Risk Analysis 24 Society for Human Resource Management (2015) How to develop a job description https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/ pages/developajobdescription.aspx (accessed August 2017) Sommer, S., Bendoly, E., and Kavadias, S (2015) Search strategies in complex and ambiguous problem spaces Working paper Stajkovic, A.D and Luthans, F (2002) Social cognitive theory and self-efficacy: Implications for motivation theory and practice In: Motivation and Work Behavior (eds L Porter, G Bigley, and R.M Steers) McGraw-Hill/Irwin ❦ Stallworth Williams, L (2008) The mission statement: A corporate reporting tool with a past, present, and future Linda North Georgia College and State University Journal of Business Communication 45(2) Tamir, D and Mitchell, J (2012) Disclosing information about the self is intrinsically rewarding Proceedings of the National Academy of Sciences 109(21) Tedeshi, R.G and Calhoun, L.G (2004) Posttraumatic Growth: Conceptual Foundation and Empirical Evidence Lawrence Erlbaum Associates Tickle-Degnen, L and Rosenthal, R (1990) The nature of rapport and its nonverbal correlates Psychological Inquiry 1(4) Tims, M and Bakker, A.B (2010) Job crafting: Towards a new model of individual job redesign SA Journal of Industrial Psychology 36(2) Ullrich, P and Lutgendorf, S (2002) Journal about stressful events: Effects of cognitive processing and emotional expression Annals of Behavioral Medicine 24(3) Van Eck, M and van Zanten, E (2014) The One Page Business Strategy FT Publishing International Vigoda-Gadot, E and Dryzin-Amit, Y (2006) Organizational politics, leadership and performance in modern public worksites: A theoretical framework In: Handbook of Organizational Politics (eds E Vigoda-Gadot and Y Dryzin-Amit) Edward Elgar Publishing Walker, D.H.T., Bourne, L.M., and Shelley, A (2008) Influence, stakeholder mapping and visualization Journal of Construction Management and Economics 26(6) ❦ ❦ Trim Size: 6in x 9in 234 ❦ Manktelow bref.tex V1 - 02/28/2018 3:36pm Page 234 References Weydt, A (2010) Developing delegation skills The Online Journal of Issues in Nursing 15(2) Whetten, D.A and Cameron, K.S (2010) Developing Management Skills (8th ed.) Pearson Education, Inc Williams, J (2009) Coaching for Performance (4th ed.) Nicholas Brealey Publishing Wójcicka, D (2011) The anatomy of an experience map http://adaptivepath.org/ ideas/the-anatomy-of-an-experience-map/ (accessed 30 July 2017) Woolley, A.W., Chabris, C.F., Pentland, A et al (2010) Evidence for a collective intelligence factor in the performance of human groups Science 330(6004) Wrzesniewski, A and Dutton, J.E (2001) Crafting a job: Revisioning employees as active crafters of their work Academy of Management Review Yukl, G (2012) Leadership in Organizations (8th ed.) Pearson Education Zack, D (2010) Networking for People Who Hate Networking: A Field Guide for Introverts, the Overwhelmed, and the Underconnected Berrett-Koehler Publishers Zuckerman, M., Kuhlman, D.M., Joireman, J et al (1993) A comparison of three structural models for personality: The big three, the big five, and the alternative five Journal of Personality and Social Psychology 65(4) ❦ ❦ ❦ Trim Size: 6in x 9in ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 235 Index Page references followed by fig indicate an illustrated figure ❦ A Absence of trust, 164 Acceptance (A), 47 Accountability, 125–126fig, 165 Action plans, 39 Action priority matrix, 19–21 Action programs, 21–22, 23 Active listening, 112–113, 167–168 Activity logs, 17–18 After-action reviews, 64–65 Agile coaches, 66 Agile project management, 65–67 Agreeableness, Airport worker DILO analysis, 59fig Alexander, Graham, 151 Allies for change, 208–209 Anchoring bias, 92 Anger management, 32–33 Appreciative inquiry 5-D approach to, 77–78 4-D approach to, 77 Apprising, 199 Aspirational objectives, 58 Authenticity, 3–4 Authority cultural dimension of power distance and, 139 formally define a team’s, 156–157 leading change with “stealth innovation” and informal, 210–211 Awareness (A), 46 B Baby boomers (born 1946–1964), 115–116, 117 Bad behavior, 168–170 BATNA (best alternative to a negotiated agreement), 223–224 Bay of Pigs fiasco, 154 Beating procrastination, 25–27 Behavior the big five personality model, 4–5, 118 dealing with bad, 168–170 Hofstede’s cultural dimensions of, 138–141 lead by example and role modeling good, 110–112, 120 managing career derailment, 49–51 SBI feedback model component of, 151 Ben-Shahar, Tal, 44 Biases, 91–94 The big five personality model, 4–5, 118 Blame-free meetings, 77, 159–160 Blockbuster, 81 Body language, 119, 121, 175–176 Boldness, 50 Brache, Alan, 73 Bradford, David, 208 235 ❦ ❦ Trim Size: 6in x 9in 236 Brainstorming for ideas, 104–106 for negotiation options, 168 Brigham Young University, 194 Buckingham, Marcus, 51 Buffett, Warren, 28 Build your self-confidence, 8–10 Business process re-engineering, 76 ❦ C Cameron, Kim, 173 Career derailment behavior, 49–51 Career management self-actualizing your, 40–41 techniques and tools for, 41–51 CATWOE (customers–actors– transformation process–world view–owner and environmental constraints), 70 Cause and effect analysis, 71–73, 74fig Causes See Problem causes Cautiousness, 50 Change change project power/interest grid on, 202–204fig importance of coping with, 28–29 The change curve, 206–208 Change management importance of effective, 201 techniques and tools for, 29–39, 202–211 Coalitions, 200, 205 Cognitive restructuring, 11–13 Cohen, Allan, 208 Collaboration, 200, 221 Collectivism/individualism, 139 Colorfulness, 51 Commitment lack, 164–165 Communication body language and nonverbal, 119, 121, 175–176 e-mail, 136–137 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 236 Index Hofstede’s cultural dimensions applied to, 138–141 mindful listening for effective, 112–113, 167–168 perspective-taking for good, 132 seven Cs of, 133–134 speak well in public, 134–136 “stealth innovation,” 211 tactful, 175–176 Competencies Dunning-Kruger effect on overestimating, 129 Heron’s six categories of intervention to build, 129–130 organizational core, 186–188 Competency-based interviewing, 146–147 Competitive position, 184–186 Confirmation bias, 91–94 Conflict cultural differences that can cause, 127, 138–141 establish team charter to prevent possible, 155–157 fear of, 164 Conflict resolution dealing with bad behavior at work, 168–170 Fisher and Ury’s principled negotiations for, 167–168 related to office politics, 170–172 Conscientiousness, Consultation, 199 Coordination, 195 “The core competence of the corporation” (Prahalad and Hamel), 187 Core values, 180–182 “Crafting experiments,” 42 Creativity importance of fostering, 95–96 techniques and tools for innovative, 96–106 ❦ ❦ ❦ Trim Size: 6in x 9in Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 237 237 Index Cross-cultural communication, 138–141 Cultural differences Hofstede’s cultural dimensions on, 138–141 related to giving praise, 127 Customer experience mapping, 215fig–217 Customer personas, 213–214 Customers manager responsibility to work with, 212 techniques and tools for working with, 212–224 ❦ Drucker, Peter, 57 Dunning-Kruger effect, 129 Dutifulness, 51 Dweck, Carol, 13–14 E Effective time scheduling, 22–24 “Elevator pitch,” 198 E-mail communication, 136–137 Emotional intelligence (EQ), 117–119 Emotions be tactful by managing your, 176 experienced by customers, 215fig–217 The GREAT DREAM Model key of, 47 managing people’s reactions to change, 206–208 managing your anger, 32–33 SKS technique and need to manage your, 195 Empathy, 118–119 Employees generational differences of, 115–117 hiring and developing, 142–153 managing their emotional reactions to change, 206–208 motivating, 109–121 See also Performance; Team members; Work Empowering Kotter’s eight-step change model on, 205 your team members, 156–157 Ethical decision making, 88 Ethnographic research, 98–99 Exchange tactics the influence model on, 209 win-win negotiation and, 223 Yukl and Tracey’s influence model on, 199 Excitability, 50 D Daniels, Phil, 194 Decision making ethical, 88 importance of making smart, 81–82 tools and techniques for smart, 82–94 understanding customer’s organizational, 217–219 Decision matrix analysis, 84fig–86 Delegation, 123–124 Deming, W Edwards, 56, 60 Design thinking, 96–98 Developing Management Skills (Whetten and Cameron), 173 Differentiation, 184–186 Difficult management situations learning to deal with, 166 techniques and tools for handling, 167–176 “Digital natives,” 116 Diligence, 51 DILO (day in the life of), 58–60, 64 Direction (D), 47 Dissatisfaction factors, 114fig Distraction management, 24–25 Doblin’s 10 types of innovation, 102–104 ❦ ❦ Trim Size: 6in x 9in 238 Exercising (E), 46 External stakeholders identified for team success, 156 working effectively with, 212–224 See also Stakeholders Extraversion, ❦ F Fear of conflict, 164 Fear of failure or success, 35–37 Feedback generational differences related to, 116 praising as part of, 116, 126–131 SBI feedback model for, 149–151 SKS technique for asking for, 194–195 Femininity/masculinity, 139 Fill-ins tasks, 19, 20fig Fine, Alan, 151 Fisher and Ury’s principled negotiations, 167–168 Fisher, Roger, 167 5-D approach (appreciative inquiry), 77–78 Five Rs of performance improvement, 173–174 Fixed Mindset, 13, 14 Flow, 24–25 Focus manage distractions to improve flow and, 24–25 on the negatives, 126 4-D approach (appreciative inquiry), 77 Four Ps (progress, procedures, people, points for action), 158 Free association, 104–106 Fundamental attribution error, 93–94 G Gambler’s fallacy, 93 Gap analysis, 62–63 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 238 Index Garfinkle, Joel, 192 Generational differences, 115–117 Generation X (born 1965–1979), 116 Generation Y (born 1980–1995), 116, 117 Getting to Yes (Fisher and Ury), 167 Gibbs, Graham, 37 Gibbs’s reflective cycle, 37–39 Giving (G), 46 Goals aspirational objectives or stretch (“moon shots”), 58 OGSMs (objectives, goals, strategies, and measures), 56–57, 144, 165 strategy defined as action to achieve your, 57 win-win negotiation role of, 222 Goal setting beating procrastination by, 26 the GROW model step of, 151–153 personal goal setting, 7–8 SMART mnemonic for, 8, 193 Goldsmith, Marshall, 51 Goleman, Daniel, 117–118 Google mission of, 181 team study by, 154 The GREAT DREAM Model, 46–48 Grove, Andy, 57 The GROW model, 151–153 Growth Mindset, 13–15 H Hamel, Gary, 187 Happiness The GREAT DREAM Model on finding, 46–48 10 Keys to Happier Living (King) on, 46 Harvard Business Review, 184 ❦ ❦ ❦ Trim Size: 6in x 9in Index ❦ Heron’s six categories of intervention, 129–130 Herzberg, Frederick, 114 Herzberg’s motivation-hygiene theory, 113–115 Hiam, Alexander, 220 Hierarchy of needs, 40, 115 High impact/high probability risk, 90fig, 91 High impact/low probability risk, 90fig, 91 High-quality connections, 137–138 Hiring Human Resources (HR) involvement in, 145–146 manager responsibilities for, 142 tools and techniques to aid in, 142–153 Hofstede, Geert, 139 Hofstede’s cultural dimensions, 138–141 Hogan Management Derailment, 49–51 Honest rapport, 195–197 Human Resources (HR), 145–146 Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 239 239 Indulgence/restraint, 140 Influence effective persuasion and, 208–209 PVI model component of, 192–193 Yukl and Tracey’s 11 influence tactics for, 199–200 Influence mapping, 217–219 The influence model, 208–209 Ingham, Harry, 160 Ingratiation, 200 Innovation Doblin’s ten types of, 103–104 importance of fostering, 95–96 techniques and tools for, 96–106 Inspirational appeal, 199 Intel, 57 Intellectual stimulation, 120 Interviewing job candidates, 146–147 The inverted-U model, 33–35 J Job Crafting, 44–45 Job descriptions, 143–146 The Johari window, 160–162 Journaling for self-development, 10–11 I Ibarra, Herminia, 42 Ibarra’s identify transition process, 41–43fig Ideas design thinking for new, 96–98 free association and brainstorming, 104–106 leading change by proving value of your, 210 scenario planning to making sense of, 100fig–102 IDEO, 97 IKEA, 181, 188 Imaginativeness, 51 Impostor syndrome, Inattention to results, 165 Individualism/collectivism, 139 K Kim, W Chan, 184 King, Vanessa, 46 Kipling, Rudyard, 28 Knowing yourself authenticity component of, 3–4 techniques and tools for, 4–15 Kotter’s eight-step change model, 205–206 L Lead by example, 110–112, 120 Leadership authentic, 3–4 transformational, 119–120 ❦ ❦ Trim Size: 6in x 9in 240 Learning to deal with difficult situations, 166–176 Gibbs’s reflective cycle of, 37–39 Learning by Doing (Gibbs), 37 Legitimation, 200 Leisureliness, 50 Lencioni’s five dysfunctions of a team, 164–165 Lewicki and Hiam’s negotiation matrix, 219–222 Lewicki, Roy, 220 Listening, 112–113, 167–168 Long-term/short-term orientation, 140 Low impact/high probability risk, 90fig Low impact/low probability risk, 90fig Luft, Joseph, 160 ❦ M Major projects tasks, 20fig Maladaptive perfectionism, 39 Manage group dynamics, 78–80 Management by objectives, 57 Managers authenticity quality of good, 3–4 dealing with difficult situations, 166–176 getting the best from team members, 122–131 hiring and developing good people, 142–153 making sure work is done responsibility of, 55–56 team building by, 154–165 understand and motivate other people, 109–121 See also People development; Work day-to-day management Masculinity/femininity, 139 Maslow’s hierarchy of needs, 40, 115 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 240 Index Mastering Business Negotiation (Lewicki and Hiam), 220 “Mastery experiences,” 128 Mauborgne, Renée, 184 McKinsey seven Ss model, 63 Meaning (M), 47 Meetings blame-free, 77, 159–160 one-on-one, 112, 113 Messages seven Cs principles for effective, 133–134 speak well in public to deliver your, 134–136 writing effective e-mail, 136–137 Mindful listening, 112–113, 167–168 Mischievousness, 51 Mission organizational, 56, 180–182, 186–188 translating into OGSM, 56–57, 144, 165 your team, 156 Mission See Organizational mission; Team mission Mission statements, 180–182 MIT team study, 154 “Moon shots,” 58 Motivating challenges related to, 109–110 design motivation-centered job descriptions, 143–146 team-specific motivation for, 162–163 techniques and tools for, 110–121 See also People development Motivation-hygiene theory, 113–115 The MPS Process, 44 Mutual attentiveness, 195 N Negotiation BATNA (best alternative to a negotiated agreement), 223–224 ❦ ❦ ❦ Trim Size: 6in x 9in Index Fisher and Ury’s principled, 167–168 Lewicki and Hiam’s negotiation matrix for, 219–222 win-win, 222–224 Netflix, 81 Net present value (NPV) analysis, 82–83 Networking skills, 197–198 Neuroticism, The No Asshole Rule (Sutton), 166 Nonverbal communication, 119, 121, 175–176 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 241 241 core competencies of your, 186–188 as “spiritual and moral call to action,” 56 translating into OGSM, 56–57, 144, 165 understand your, 180–182 See also Team mission Organizations core values of your, 180–182 differentiation and value curves of your, 184–186 make change happen in your, 201–211 PESTLIED analysis of your, 101, 182–184 SWOT analysis of your, 188–190 understanding the nature of your, 191–192 Overconfidence bias, 93 O Objectives description and two types of, 58 OGSMs (objectives, goals, strategies, and measures), 56–57, 144, 265 OKRs (objectives and key results), 57–58, 144, 165 SOAR (situation, objective, actions, and results), 147 team charter to establish, 156 your networking, 197, 198 Office politics, 170–172 One-on-one meetings, 112, 113 The One Page Business Strategy (Van Eck and van Zanten), 56–57 Openness big five personality trait of, the Johari window to build team, 160–162 Operational objectives, 58 Opportunities ORAPAPA (opportunities, risks, reactions, and ethics), 86–88 organizational SWOT analysis, 188–190 personal SWOT analysis of your, 6–7, 44, 118 Organizational mission P PDSA cycle, 60–62, 64, 68 People development the GROW model on, 151–153 manager role in, 142–153 motivating people by facilitating, 120 SBI feedback model to help with, 149–151 skills matrices to assess individual needs for, 148fig–149 See also Managers; Motivating Performance handling poor, 173–174 how a poor personality fit impacts, The inverted-U model to optimize pressure for, 33–35 See also Employees; Work Performance improvement cognitive restructuring for, 11–13 customer experience mapping for, 215fig–217 ❦ ❦ Trim Size: 6in x 9in 242 ❦ Performance improvement (continued) five Rs of, 173–174 PDSA cycle for continuous, 60–62, 64, 68 Performance reviews, 6, 64–65 Personal appeals, 200 Personal goal setting, 7–8 Personality build self-confidence by understanding your, five dimensions of, 4–5 Personal resiliency, 29–31 Personal SWOT analysis, 6–7, 44, 118 Perspective-taking the PVI model for shaping others,’ 192–193 as start to effective communication, 132 Persuasion, 208–209 PESTLIED analysis, 101, 182–184 PMBOK project management, 65, 67 Pomodoro technique, 27 Poor performance, 173–174 Positivity, 195 Power distance, 139 Prahalad, C K., 187 Praise See Recognition/praise Pressure differentiating between stress and, 35 as influencer tactic, 200 the inverted-U model to manage, 33–35 PRINCE2 project management, 65, 67 Principled negotiations, 167–168 Prioritizing action priority matrix for, 19–21 action programs for tracking and, 21–22, 23 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 242 Index activity logs to eliminate low-yield tasks, 17–18 risk impact/probability chart for, 90fig–91 Problem causes blame-free analysis meetings on, 77, 159–160 cause and effect analysis to identify, 71–73, 74fig root cause analysis to identify, 69–70 swim lane diagrams to identify, 73, 75fig–77 Problems identifying causes of, 69–77 separate people from, 167 Problem solving design thinking for, 96–98 by scrum masters, 66 techniques and tools for effective, 68–80 Procrastination, 25–27 Product development design thinking for, 96–98 Doblin’s 10 types of innovative, 102–104 ethnographic research for, 98–99 scenario planning process for, 100fig–102 Product owners, 66 Project management agile project management, 65–67 PMBOK, 65, 67 PRINCE2, 65, 67 scrum, 66 See also Work day-to-day management Psychological bias, 91–94 Public speaking strategies, 134–136 PVI (perception, visibility, and influence) model, 192–193 Q Quick wins tasks, 20fig ❦ ❦ Trim Size: 6in x 9in ❦ Index ❦ R RACI matrix, 125–126fig Rational persuasion, 199 Recognition/praise cultural differences related to, 127 generational differences related to, 116 of team members, 126–127 Recruitment, 146–147 Relating (R), 46 Relationships build honest rapport as part of your, 195–197 create “high-quality connections” and, 137–138 developing customer, 215fig–217 networking skills to expand your, 197–198 win-win negotiation role of, 222–223 Reservedness, 50 Resiliency developing personal, 29–31 The GREAT DREAM Model key of, 47 Resource allocation delegating and providing, 124 how the mission determines, 180 leading change by providing sufficient, 210–211 team charter to define, 155–157 Resources considering your organization’s, 187 design thinking to consider, 97 exchange of, 199, 209 to manage risk, 91 providing your people with needed, 58, 59, 70, 173 for “stealth innovation,” 210–211 SWOT analysis to assess your, 6–7, 44, 118, 188–190 time as scarce, 16 Respect, 137 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 243 243 Restraint/indulgence, 140 Results inattention to, 165 OKRs (objectives and key results), 57–58, 144, 165 Retrospectives (post-completion project reviews), 64–65 Risk analysis and management of, 88–89 ORAPAPA (opportunities, risks, reactions, and ethics), 86–88 risk impact/probability chart to prioritize, 90fig–91 two parts to a, 88 uncertainty avoidance to, 140 Role modeling to lead by example, 110–112, 120 of team members, 128 Root cause analysis, 69–70 Rummler, Geary, 73 S Satisfaction factors, 114fig SBI feedback model, 149–151 Scenario planning, 100fig–102 Scheduling effectively, 22–24 Scrum masters, 66 Scrum project management, 66 Self-actualizing career, 40–41 Self-awareness, 118 Self-confidence building your team members,’ 128–129 know yourself by building your, 8–10 Self-efficacy, Self-esteem, 8, 116 Self-identity, 40–43fig Self-knowledge, 160–162 Self-motivation, 118 Self-regulation, 118 Seven Cs of communication, 133–134 ❦ Trim Size: 6in x 9in 244 ❦ Short-term/long-term orientation, 140 Situational awareness importance of developing, 179–180 techniques and tools for, 180–190 Situation-behavior-impact (SBI) feedback model, 149–151 Skepticism, 50 Skills networking, 197–198 social, 119 Skills matrices, 148fig–149 SKS technique, 194–195 SMART goal setting, 8, 193 SOAR (situation, objective, actions, and results), 147 Social skills, 119 Stakeholders dealing with office politics and, 170–172 organizational mission role of, 181 power/interest grids on and management of, 202–204fig See also External stakeholders “Stealth innovation,” 210–211 The STOP Method for anger management, 32–33 Strategies definition and function of, 57 team building, 154–165 Strengths organizational SWOT analysis, 188–190 personal SWOT analysis of your, 6–7, 44, 118 StrengthsFinder, 6, VIA assessments, 6, Stress management coping with change and stress using, 28–29 The inverted-U model for, 33–35 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 244 Index stress diaries for, 31–32 Stress vs pressure, 35 Stretch goals, 58 Success identifying external stakeholders needed for, 156 overcome fears of, 35–37 Sutton, Bob, 166 Swim lane diagrams, 73, 75fig–77 SWOT analysis organizational, 188–190 personal, 6–7, 44, 118 T Tactful communication, 175–176 Tasks action priority matrix to prioritize, 19–21 action programs for tracking/prioritizing, 21–22, 23 activity logs to eliminate low-yield, 17–18 delegating, 123–124 Pomodoro technique for working on unpleasant, 27 RACI matrix for accountability of, 125–126fig See also Work Tata Group, 180 Tata, Ratan, 56, 180 Tata Sons, 56 Taylor, Fredrick, 56 Team charter, 155–157 Team members build trust in your, 159–160 composition and roles of, 156 establish authority and empowerment of, 156–157 the Johari window to build openness among, 160–162 manager responsibility to get best out of, 122–123 ❦ ❦ Trim Size: 6in x 9in ❦ Index ❦ provide them with clear information, 157–159 techniques and tools for getting best out of, 123–131 See also Employees Team mission, 156 Teams Lencioni’s five dysfunctions of a, 164–165 manager responsibility for building great, 154 protecting them from office politics, 170–172 techniques and tools for building, 154–165 Team-specific motivation, 162–163 10 Keys to Happier Living (King), 46 Ten Types of Innovation: The Discipline of Building Breakthroughs (Doblin), 103–104 Thankless tasks, 19–20fig Threats organizational SWOT analysis, 188–190 personal SWOT analysis of your, 6–7, 44, 118 Time management the importance of, 16 techniques and tools for, 16–27 Time Warner buying America Online blunder, 154 To-do lists, 21 “Tough love” interventions, 129–130 Toyota, 56 Tracey, J Bruce, 199, 209 Trades See Exchange tactics Training team members, 128 Transformational leadership, 119–120 Trust building in your team, 159–160 creating good relationships by building, 138 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 245 245 team dysfunction of absence of, 164 Trying out (T), 46–47 U Uncertainty avoidance, 140 Unpleasant tasks, 27 UPS, 184 Ury, William, 167 Users design thinking to understand, 96–98 ethnographic research on, 98–99 User story, 66 V Value curves, 184–186 Values (core), 180–182 “Values innovation: The strategic logic of high growth” (Kim and Mauborgne), 184 Van Eck, Marc, 56 van Zanten, Ellen, 56 VIA assessments, Visibility (PVI model), 192–193 Vision for change, 205 inspire your people with a compelling, 120 W Weaknesses organizational SWOT analysis, 188–190 personal SWOT analysis of your, 6–7, 44, 118 The Wheel of Life, 48–49fig Whetton, David, 173 Whitmore, Sir John, 151 Win-win negotiations, 222–224 Work dealing with bad behavior at, 168–170 ❦ Trim Size: 6in x 9in 246 Work (continued) manager responsibility for day-to-day, 55–56 team charter establishing operations and, 157 techniques and tools for getting it done, 56–67 See also Employees; Performance; Tasks Work day-to-day management DILO (day in the life of), 58–60, 64 gap analysis to identify needed action, 62–63 OGSMs (objectives, goals, strategies, and measures) for, 56–57, 144, 165 ❦ Manktelow bindex.tex V1 - 02/23/2018 7:32am Page 246 Index OKRs (objectives and key results), 57–58, 144, 165 one-page rule, 56–57 PDSA cycle for continuous improvement, 60–62, 64, 68 Retrospectives (post-completion project reviews), 64–65 See also Managers; Project management Work-life balance, 116–117, 139 Y Yuke, Gary, 199, 209 Yukl and Tracey’s 11 influence tactics, 199–200 ❦ ❦ ❦ WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley’s ebook EULA ... but for some reason, they just don’t it on a day -to- day basis Management is a somewhat unnatural act – it requires us to behave in a way that goes against our innate desire to be in control and... who make the headlines And this can seduce us into a view that being a leader is somehow more important than being a manager Leaders, apparently, are the people who shake things up and make change... Understand How Decisions Are Made in Another Organization (Influence Mapping) 99 Decide the Best Approach to a Negotiation (Lewicki and Hiam’s Negotiation Matrix) 100 Collaborate to Create Mutually Beneficial