Description
Book SynopsisSona Sherratt is an Ashridge faculty member since 2003, teaching tailored executive and qualification programmes. She has delivered senior leadership and general management programmes for clients around the world.
Before becoming Director of the Ashridge Masters in Management and an Associate Professor at Hult International Business School, Roger Delves was Programme Director in Cranfield's Centre for Customised Executive Education.
Trade Review'A must read for busy managers who want pragmatic, easy to implement solutions to management challenges.'
Samantha Rockey, Group Leadership Development Executive, SABMiller plc 'Does what it says on the tin ... clear guidance on what to do and what questions to ask'
James Percival, Vice President, Operations Finance EMEA, Hilton Worldwide 'An incredible tool to have at your fingertips'
Mark Eastham, Multi Channel Director, Carphone Warehouse 'At last a management book that is full of practical advice not theory!'
Brian May, Chief Executive, Renew Holdings Plc 'This extremely practical and easy to read management book is aimed at the busy manager who is able to dip into the book to seek advice on particular issues.'
Ed Goodwyn, Partner, Pinsent Masons LLPTable of ContentsCONTENTS
About the authors
Introduction
1. Challenges with individuals
Low motivation
Lack of confidence
Constantly rejects feedback
Lack of competence
Unethical behaviour
Unobserved but reported disrespectful behaviour
High performers who are high maintenance
Personal turmoil
Difficult and delicate conversations
Delegation and letting go
Dominant people
Passionate or stubborn people
2. Challenges with teams
An under-performing team
Lack of trust
Fear of allowing conflict in a team
A team that avoids accountability
Preferential treatment
Silo mentality
Managing a virtual team
Meetings that stagnate
Meetings that derail
3. Challenges with externals
Their unrealistic expectations
Elusive or unresponsive behaviour
Patronising or arrogant styles
Constantly changing goalposts
Company merger or acquisition
4. Challenges around conflict
Individuals who avoid conflict
People who don’t show emotion
Emotional people
Competitive behaviour
Passive-aggressive behaviour
5. Challenges around change
Covert resistance to change
Overt resistance to change
Denial
People who are too comfortable
Maintaining the team’s high-energy change culture
6. Challenges around power, politics and influence
Limited access to stakeholders
Building your personal brand
Getting a decision
Organisational politics
Managing up or across
Being micro-managed
Someone who is holding you back
7. Challenges for yourself
Receiving difficult feedback
Situations where you don’t know the answer
Dealing with your own mistakes and poor decisions
Feeling under-equipped
The loneliness of management
Having your authority or ability questioned
Asking for a raise or promotion
Index
