DK - Managing People

ESSENTIAL MANAG ERS

Produced for DK by D ynamo Ltd 1 Ca thedral Court , S outhernhay Eas t, Ex eter, EX 1 1 AF Written by Phi lip L . Hunsak er an d Jo hanna Hunsak er Senior Art Edi tor Helen Spencer Senior Editor Chauney D unford US Ed itor Kary n Ge rhard Jacket Design Devel opment Manager Sophia M TT Jacket Designers Akiko Ka to, Juhi Sheth Producer Nancy-Jane Maun Product ion Editor Gillian Reid Senior Managing Ar t Editor Lee G rif ths Managing Editor Gareth Jones Associat e Pu blishing Direct or Liz W heeler Art Direct or Karen Self Design Direct or Philip O rmerod Publishing Direct or Jonathan Metca lf This A merican Editi on, 2 First Am erican Edit ion, Published in th e Un ited Sta tes by DK Publ ishing 145 0 Broa dway, Suit e 80 1, Ne w Yo rk, NY 10 Copyright 8, 2 021 Do rling Kinders ley L imited DK, a Div ision of Pen guin R andom House LLC 21 22 23 24 25 1 0 9 8 7 6 5 4 3 2 1 001- 3231 21-D ec/21 All r ights reserv ed. W ithout limiti ng t he r ights under th e co pyright reserv ed above, no p art of t his publica tion may b e re produced, st ored in or int roduced into a ret rieval syst em, o r tr ansmitt ed, i n an y for m, o r by any m eans (el ect ronic, mechanical , pho tocopying, recording, or o therw ise) , wi thout the prior wr itte n permission of th e co pyright owner . Published in Gr eat B ritain by Do rling Kinde rsley Limit ed. A ca talog record for thi s bo ok i s ava ilable from th e Library of C ongress. ISBN 9 78- 0- 40-35 05-6 DK bo oks are a vailable at s pecial discounts whe n pu rchased in bu lk fo r sa les promotions, premiums, fu nd-raising, or e ducationa l us e. Fo r de tails, conta ct: DK Pub lishing Speci al Ma rkets , 14 50 Broa dway, Suit e 80 1, Ne w Yo rk, NY 10 or Spe cialSales@ dk.com Printed in Ch ina www. dk.com This b ook was made with Fore st Stewardship Council ce rti ed paper one s mall s tep in DK s co mmitment to a s ustai nable fut ure. For m ore information, go to ww w. dk.com /o ur- green-pledge

Introduct ion Chapter 1 Understanding yoursel f Developing se lf-awarenes s Using emotion al intelligenc e Applying assert iveness Examinin g your assu mptions Clarify ing your v alues Developing yo ur perso nal mission statement Chapter 2 Interacting with o thers Communicating eectiv ely Sending mes sages 2 Listening activel y Reading non verbal cue s Tea ching skill s Giving fee dback Negotiating Managing coni ct Valuing div ersity Chapter 3 Managing a team Setting goals a nd plannin g Designing w ork High-perf orming te ams Delegating eecti vely Motivating o thers Appraising perf ormance Chapter 4 Leading oth ers Tak ing an ethi cal path Ensuring cul tural t Solving p roblems Building po wer Managing change Helping others to improve Coaching a nd mentori ng Managing care ers Index Acknowledgments

6 / INTR ODUCTION

INTRODUCT ION / 7 Managing other pe ople is perh aps the most challenging task fa cing any manage r. It is a dynamic proc ess that is alwa ys evolving to accommodate chang es in the divers e and complex workpla ce. Managing People provides the understand ing and skills that will help you to develop and create motiv ated teams, exe rcising inspirational , suppo rti ve, and empathetic l eadership. Being an ee ctive p eople manager start s with self-aware ness and self- management. Interpers onal skills ar e extremely import ant, in bo th one-to -one and team situations, as you need to b e able to inuence others to accom plish their own and th e organization s g oals. Bui lding teams who cre ate value for your organiz ation is crucia l for any manager tod ay and requires the abilities to s et goals , plan and d esign work, dele gate tasks , motivate and coach followers, appraise pe rfor mances, a nd solve problems. To days more uid work env ironments mea n youll not only have to know how to ex ercise thes e skills in person, but when you and your te am are working remotely and exibly , t oo. As a leader of your team, you nee d to invest considerable time in helping others to create value and develop their care ers. Succes sful mentor ing can contribu te to fulllment of p ersonal, professional , and organizati onal goals . In helping othe rs to be successful by applying the skills an d guidelines presented in Managing People , you will not only enhance your eec tiveness as a manager , but become a leader oth ers want to follow .

Knowing yoursel f will give yo u valuable insights into your aptitude for m anaging others. It allow s you to understand how you are perceiv ed, why people respond to yo u in the way they do, and how to get the best out of them.

DEVELOPING SELF-AW AR ENESS CLARIFYING Y OUR V AL UES APPL YI NG ASSERTIVENESS USING EMOTI ONAL INTELLIGENCE DEV ELOPING YO UR PERSONAL MISSION ST ATE MENT EXAMINING Y OUR ASSUMPTIONS

10 / UNDERST AN DING YOURS ELF Developing self- awareness Keeping mo ving The best way to enhanc e your self - awareness i s to learn in a sys tematic way from yo ur own exp eriences. Start by ree cting on situation s in your working l ife, your actions in respo nse to them, an d the out comes of t hese events. S chedule a regular time to do this, ei ther at the beginn ing or end of a workd ay, when you are not in the thick of the ac tion. G ive yours elf space to reect , and ma ke sure you can be alone and unin terrup ted for a good 20 minutes o r so. T r y to gain a bet ter understanding of what happ ened and think abo ut how you can learn from each situation. Analyzing y our performanc e Assessing your prog ress towa rd your goals can help you gain a fu ller understanding of your st rengths and weaknesses. Whenever you make a key decision or take a key ac tion, w rite do wn what you exp ect w ill happe n. Then, every three or f our months, compare the actual results w ith your e xpectatio ns. If y ou practice this method consistently , it will help you disc over what you are doing , or failing to do, that de prives y ou of the full bene ts of your stre ngths, and will demonstrate a reas in whic h you are no t parti cularly c ompetent and cannot perfor m adequ ately. Awarenes s of your emotio ns, personality , w hat you enjoy an d dislike, what motivates y ou, and what c omes easily or poses challeng es is a key precursor to dev eloping eect ive manageri al ability . Q uite simply , i f you cant manage yourself , you will no t be able to mana ge anyone els e. MAKE NOTES Use your jo urnal to think o n paper about wh at you have read about management in this or other books, or your experiences in management training pr ograms. Tip Tak e time to reect on situations in your wo rking life, your actions in response to them, and the outcomes of these events