The book is geared toward nonprofit managers because that's what my co-author, Jerry Hauser (former COO of Teach For America and current head of The Management Center), and I care about most -- we want to see more nonprofits being effective instead of just well-intentioned. But there's little in here that I wouldn't recommend to any manager.
Our goal was to create an easy-to-use manual that would help managers get better results by equipping them with hands-on, practical advice, covering what we think are the most important areas for managers to master -- from delegating tasks, to setting and holding people accountable to clear goals, to hiring and firing, to staying organized and using your time effectively, to managing your boss. We also included a bunch of tools, like sample scripts for conducting performance coaching or a firing.
Here's the table of contents:
Introduction: The Job of a Manager
Section I. Managing the Work
Overview: Sharing the Burden
Chapter 1 Managing Specific Tasks: Basic Delegation
Chapter 2 Managing Broad Responsibilities: Setting and Using Goals
Chapter 3 Managing the "In-Between": Building a Culture of Excellence
Chapter 4 Managing the Day-to-Day Work of Your Team: Structures to Bring It All Together
Section II. Managing the People
Overview: It's All About the Right People
Chapter 5 Hiring Superstars
Chapter 6 Developing People
Chapter 7 Retaining Your Best
Chapter 8 Addressing Performance Problems
Section III. Managing Yourself
Overview: Becoming a Manager
Chapter 9 How to Exercise Authority Without Being a Wimp or a Tyrant
Chapter 10 Time and Systems
Chapter 11 Managing Up
Conclusion: Personal Attributes of a Great Manager
Section I. Managing the Work
Overview: Sharing the Burden
Chapter 1 Managing Specific Tasks: Basic Delegation
Chapter 2 Managing Broad Responsibilities: Setting and Using Goals
Chapter 3 Managing the "In-Between": Building a Culture of Excellence
Chapter 4 Managing the Day-to-Day Work of Your Team: Structures to Bring It All Together
Section II. Managing the People
Overview: It's All About the Right People
Chapter 5 Hiring Superstars
Chapter 6 Developing People
Chapter 7 Retaining Your Best
Chapter 8 Addressing Performance Problems
Section III. Managing Yourself
Overview: Becoming a Manager
Chapter 9 How to Exercise Authority Without Being a Wimp or a Tyrant
Chapter 10 Time and Systems
Chapter 11 Managing Up
Conclusion: Personal Attributes of a Great Manager
And here are some quotes from readers:
You can buy Managing to Change the World here. Tell your nonprofit-y friends! Buy it anonymously for your incompetent manager!
"Managing to Change the World gives remarkably helpful and practical advice about important management strategies and skills in the nonprofit world. This book is a treasure with sound guidance on how to achieve organizational excellence." -- Heather Booth, founder and president, Midwest AcademyAnd hell, if you still want more, you can read the first chapter here.
"This book captures the nuts-and-bolts of management in a comprehensive, insightful, and practical manner. What a great resource for both nonprofit and for-profit managers." -- Les Silverman, director emeritus, McKinsey & Company
"Our country needs more than good ideas and strong policies, we need leaders with the management skills to implement change effectively -- this book shows them how." -- Erica Payne, progressive strategist and author of The Practical Progressive: How to Build a 21st Century Political Movement
You can buy Managing to Change the World here. Tell your nonprofit-y friends! Buy it anonymously for your incompetent manager!
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