Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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As a management professor at Stanford, Robert Sutton heard many tales of woe that led to his business best-seller, The No Asshole Rule, whose thesis was simple: Don’t hire jerks. Beyond jerkdom, however, Sutton has a few suggestions about how to behave and how not to behave as a leader:
If Angie Fuller hadn’t discovered the Standard Operating Procedure manual her predecessor left, she wouldn’t have known how to do her job. Once she’d settled into her new position, she began updating the SOP manual to accurately reflect her evolving role. Follow Fuller’s tips to create an SOP manual for your role.
The biggest problem with e-mail, according to Scot Herrick, is that most people only use the tool as a way to manage to-dos, collaborate and move work along. Herrick believes that’s a problem because we should be thinking of e-mail as a personal branding tool, not merely as a workhorse.
You'd be wise to align yourself more closely with your organization's chief financial officer. Why? CFOs are feeling increasing pressure to show how "people assets" are being managed in their organizations. Being friendly with the finance team can help secure funding for your projects.