Stettner - Skills for New Managers

Other titles in the Briefcase Books series include:

Customer Relationship Management by Kristin Anderson and Carol Kerr

Communicating Effectively by Lani Arredondo

Performance Management by Robert Bacal

Managers Guide to Performance Reviews by Robert Bacal

Managers Guide to Crisis Management by Jonathan Bernstein

Recognizing and Rewarding Employees by R. Brayton Bowen

Sales Techniques by Bill Brooks

Motivating Employees, Second Edition by Anne Bruce

Building a High Morale Workplace by Anne Bruce

Six Sigma for Managers by Greg Brue

Design for Six Sigma by Greg Brue and Robert G. Launsby

Managers Guide to Marketing, Advertising, and Publicity by Barry Callen

Managers Guide to Planning by Peter J. Capezio

Leadership Skills for Managers by Marlene Caroselli

Negotiating Skills for Managers by Steven P. Cohen

Effective Coaching, Second Edition by Marshall J. Cook and Laura Poole

Managers Guide to Mentoring by Curtis J. Crawford

Conflict Resolution by Daniel Dana

Managers Guide to Strategy by Roger A. Formisano

Project Management, Second Edition by Gary R. Heerkens

Budgeting for Managers by Sid Kemp and Eric Dunbar

Hiring Great People by Kevin C. Klinvex, Matthew S. OConnell, and Christopher P. Klinvex

Managers Guide to Social Media by Scott Klososky

Time Management by Marc Mancini

Managers Guide to Fostering Innovation and Creativity in Teams by Charles Prather

Presentation Skills for Managers by Jennifer Rotondo and Mike Rotondo, Jr.

Finance for Non-Financial Managers by Gene Siciliano

Managers Guide to Business Writing, Second Edition by Suzanne Sparks Fitzgerald

Managers Survival Guide by Morey Stettner

The Managers Guide to Effective Meetings by Barbara J. Streibel

Managing Multiple Projects by Michael Tobis and Irene P. Tobis

Accounting for Managers by William H. Webster

To learn more about titles in the Briefcase Books series go to

www.briefcasebooks.com

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Theres an old joke that generations of disgruntled employees like to tell each other.

You know what the definition of manager is, dont you?

No, tell me.

A manager is the person who sees the visitors so that everyone else can get the work done.

Maybe thats funny to worker bees. But now that youre a manager, its your job to laugh with your staff, rather than having them laugh at you.

There are thousands of managers out there, all trying to recruit, train, and motivate their staff. They all want the same thing: to please their bosses, to earn the respect of their employees, and, above all, to avoid the headaches that so often come with people management.

As a new manager, you may find the whole task daunting. In your old job, you could excel by mastering a specialty. You showed up every day, carved out an area of expertise, and thrived by performing at a level that impressed higher-ups at your organization.

Now youve earned a reward: a staff to manage. From now on, your success no longer depends on your technical abilities and specialized knowledge. You will prosper only if other people do their jobs well. And if they fail, youll pay the price.