Description
Book SynopsisAnn Francke is the CEO of the Chartered Management Institute. Prior to working at CMI, Ann was global MD of the BSI Group, and has also held executive board positions at Boots and Yell and was European Vice President at Mars. She hosts numerous CMI conferences every year and writes a regular column for Professional Manager.
Trade Review"Practical, concise and full of tips every manager needs to know, Ann Francke's 'The Financial Times Guide To Management' provides a powerful guide for leaders at every level."
Arianna Huffington, Chairman, President, and Editor-in-Chief of the Huffington Post Media Group
"Amidst the myriad of books on leadership, this guide presents an unusually concrete, comprehensive and practical set of principles and learnings for managers at every level."
John Pepper, Former CEO & Chairman P&G; Former Chairman Walt Disney
'This is clear, encouraging and packed with good sense - just like its author. A winner."
Eleanor Mills, Editorial Director, The Sunday Times
“Management means bringing out the best in people, but who brings out the best in a manager? Ann Francke's book deserves to become an important part of the answer.” Gavin Patterson, CEO, BT
“Great compilation of management theory and best practice, with good input from influential practitioners"
Cilla Snowball, Group CEO & Group Chairman, AMV BBDO
"The FT guide to management is an excellent resource for anyone interested in becoming a better manager, wherever they are in their career" Paul Geddes, CEO, Direct Line Group
“A resource and guide for every manager with the humility to learn from the insights and experiences of those who took trouble to do the right thing.” Dame Carol Black, Chairman, Nuffield Trust; Principal Newham College
"If you are looking for sound, practical, enlightening advice on management, this is the book for you" Peter Ayliffe, Chairman, Monitise, Former CEO VISA
“a primer on running a business, a sort of everyman's MBA.” Chris Warmoth, Executive Vice President, Heinz
Ann’s agile journey through today’s management landscape is inspiring and accessible; an invaluable asset for aspiring, newly appointed and more experienced managers alike.
Rebecca Taylor, Dean, Open University Business School
Table of ContentsIntroduction: What is Management?
Part I: Managing Yourself
Chapter 1: What kind of manager are you?
Chapter 2: Getting things done
Chapter 3: Managing your career
Part II: Developing Skills That Make a Difference
Chapter 4: Communicating well
Chapter 5: Understanding others (emotional intelligence)
Part III: Managing Others
Chapter 6: Coaching, motivating and developing others
Chapter 7: Hiring firing and reshaping talent
Chapter 8: How to engage, evaluate and align employees
Chapter 9: Performing teams and productive meetings
Part IV: Setting Direction and Achieving Results
Chapter 10: Setting a strategy
Chapter 11: Making strategy actionable
Chapter 12: Creating cultures that work
Chapter 13: Getting results and how to measure them
Part V: Managing Change
Chapter 14: How to manage change
Chapter 15: Designing and delivering innovation
Chapter 16: Managing stakeholders, with customers at the centre
Part VI: Managing Money, Resources and Technology
Chapter 17: Project management basics
Chapter 18: Managing budgets and other financials
Chapter 19: Understanding Digital and Big Data
Advice from the Frontline
Chapter 20: The Last Word – views from the front line
Appendix
A Guide to the Gurus
