• You as a Leader. How to apply the first element of the manager’s role - Leading
• So, is there a difference between a leader and a manager?  Can you be both?  Do you need to be both?  How to make these decisions
• Are leaders born or made?  Can I become a leader?  How to take the vital first steps
• The things leaders do that encourage others to follow – how to start the process of leading 
• How you can become a leader
• How to create the four elements of leadership

• You as a manager – the second element of the manager’s role
• You as an operator – the third element of the manager’s role
• How much leading, managing and operating should you do?  Apply your time effectively

• Decide whether you have or want a team
• Define your role as team leader
• Define the current team status
• Get your team engaged
• Focus on “process” management as well as “content” management

• Get the essentials right
• Use Behaviour Description Interviewing
• Apply the five step selection process
• Other possible recruitment tools and tips

• Role clarity – the key to managing performance
• Step 1:  Clearly define each person’s role
• Step 2:  Set and agree performance standards and measures

Chapter 6:
How to motivate others

• The first step to motivating others – recognition
• In addition to recognition, what else motivates people?  How to apply the motivating factors
• Focus on both the “motivators” and the “satisfiers”

• Is there a better way to give bad news?
• The six rules for giving feedback
• Why we sometime get it wrong

• Coaching – a stock tool of trade for the new manager
• Training or coaching?  When to do each
• When is the most appropriate time to coach?
• The GROW model of coaching

• Why do organisations have appraisals?
• How you can improve the process
• What to do when you have to appraise the performance of a team member
• What about when I am being appraised?

• What emotions does the other person experience?  How to manage these
• The five stages of grief - helping others progress through the stages
• Things to consider when firing someone
• What’s the impact on those who stay?

• What is influencing?  How to influence
• Behaviour – the model of Reflecting, Questioning, Asserting, Suggesting
• Strategies – how to build your network

• Four rules to live by and four steps to take immediately

• A four pronged boss selection strategy
• Decide on your selection criteria
• Look for clues during the interview
• Find out what your prospective boss’s ideal employee looks like
• Assess your prospective boss against your selection criteria

• Do you need to gain commitment or compliance from your people? 
• A continuum of group decision making - how to select the most appropriate method of decision making

• Why are so many meetings such a waste of time?  How to avoid time wasting
• Meetings – information or problem solving?
• Managing both content and process - the secret of productive, successful meetings

• Monitor your work hours
• Recognise and manage your signs of stress
• Learn to delegate
• Communicate, communicate, communicate!
• Give praise and recognition regularly
• Focus on what is important, not what is urgent
• Ensure you have a balance between intellectual, physical and emotional activities
• Find yourself a mentor

• The Achilles heal of new managers – absence of delegating
• The difference between what you can do and what you should do – how to distinguish
• The secret to successful delegation
  - developing your people to take initiative
• The five levels of initiative – how to apply
• Can all tasks be delegated?  How to decide

• How busy are you?
• Time management – fact or fiction?  Some principles and techniques
• Time management comfort food.  The weight loss plan – how to implement

• Process and content – efficiency and effectiveness
• Decide on the best time of the day to do your emails
• Block out a specific amount of time
• Take action on each email as you read it
• Keep your inbox clear
• Phone some people instead of responding to their email
• Have an “Email Free” day
• Let other people know about your email management plans
• Restrict emails to reason and logic – send emotions face to face
• Avoid the “You” word in your emails
• Decide the intention of your email
• Use the subject line to summarise the intent of your message
• Give your reader full context at the start of your message
• When you copy or cc people, do so for a reason and tell them why
• Match your communication medium to the preferences of the receiver

• Treat people as people not resources
• Do what you say you are going to do
• Set ground rules and performance expectations
• Help people develop to their full potential
• Recognise people for their contribution

• Are you positive or negative?  How to become more positive
• What’s your Locus of Control?
• Locus of Control and personal development
• Where are you now?
• Getting accurate feedback
• What’s 360° feedback?  How to use
• Draw up a personal development plan for the next 12 months

• How to make first impressions count
• You can make the image that you want