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Managing All-in-One For Dummies

Managing All-in-One For Dummies

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10 BOOKS  IN 1

• Managing • Leadership • Project Management • Leading Business Change • Conflict Resolution At Work • Critical Conversations • The Leadership Brain • Performance Appraisals • Communicating Effectively • Managing Teams

by Marty Brounstein; Peter Economy;
Terry Hildebrandt, MA, MA, PCC;
Stephen Kindel; Ken Lloyd, PhD;
Marshall Loeb; Bob Nelson, PhD;
Christina Tangora Schlachter, PhD;
Vivian Scott and The Dispute Resolution
Center of Snohomish & Island Counties;
Marilee Sprenger

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Book Details
 Price
 4.00
 Pages
 699 p
 File Size 
 4,773 KB
 File Type
 PDF format
 ISBN
 978-1-118-78408-2 (pbk)
 978-1-118-80814-6 (ebk)
 978-1-118-80815-3 (ebk)  
 Copyright©   
 2014 by John Wiley & Sons, Inc 

About This Book
Managing All-in-One For Dummies is perfect for all levels of management. If
you’re a new manager or a manager-to-be, you can find everything you need
to know to be successful. If you’re an experienced manager, challenge yourself
to shift your perspective and take a fresh look at your management philosophies
and techniques. Maybe you can’t teach an old dog new tricks, but
you can always incorporate changes that make your job (and the jobs of your
employees) easier, resulting in more fun and effectiveness.
Whether you’re new to the job or are facing a new task in your current job,
all managers feel overwhelmed sometimes. The secret to dealing with stress
is to discover what you can do better (or differently) to obtain your desired
results. When you do make a mistake, pick yourself up, laugh it off, and learn
from it. This book exists to make learning easier so that you won’t have to
make all the same mistakes and learn the hard way.
You can use this book as a reference; you aren’t required to read it from front
to back in order to understand what’s being said. Feel free to jump into whatever
chapter you need the most on a given day. If there’s information in a
different chapter that will aid your understanding of the subject at hand, we’ll
be sure to let you know.
One more thing: Within this book, you may note that some web addresses
break across two lines of text. If you’re reading this book in print and want
to visit one of these web pages, simply key in the web address exactly as it’s
noted in the text, pretending as though the line break doesn’t exist. If you’re
reading this as an e-book, you’ve got it easy: Just click the web address to be
taken directly to the web page.

Introduction
Congratulations! As a result of your astute choice of material, you’re
about to read a completely fresh approach to the topic of management.
If you’ve already read other books about management, you’ve surely noticed
that most of them fall into one of two categories: (1) deadly boring snoozeo-
ramas that make great paperweights; or (2) recycled platitudes glazed with
a thin sugar coating of pop psychobabble, which sound great on paper but
fail abysmally in the real world.

Managing All-in-One For Dummies is different. This book is fun. Its approach
reflects a strong belief and experience that management can be fun, too. You
can get the job done and have fun in the process.
On some days, you’ll face challenges — perhaps pushing you to your limit
or beyond. However, on many more days, the joys of managing — teaching
a new skill to an employee, helping land a new customer, accomplishing an
important assignment, and so on — can bring you a sense of fulfillment that
you never imagined possible.

Managing All-in-One For Dummies provides a comprehensive overview of the
fundamentals of effective management, presented in a fun and interesting
format. It’s six books in one, drawing from a wealth of information across ten
management-focused titles, compiled to support your efforts without giving
you more than you want or need.

Managing can be an intimidating job. New managers — especially ones promoted
into the position for their technical expertise — often have trouble
knowing what they need to do. Don’t worry. Relax. Help is at your fingertips.

Table of Contents
Introduction.................................................................. 1
About This Book...............................................................................................1
Foolish Assumptions........................................................................................2
Icons Used in This Book..................................................................................2
Beyond the Book..............................................................................................3
Where to Go from Here....................................................................................3
Book I: Getting Started.................................................. 5
Chapter 1: Now You’re a Manager . 7
Identifying the Different Styles of Management............................................7
Tough guy (or gal) management...........................................................8
Nice guy (or gal) management..............................................................9
The right kind of management............................................................10
Meeting the Management Challenge............................................................11
Skipping quick fixes that don’t stick..................................................12
Partnering with your employees........................................................13
Being open to new ideas and procedures.........................................14
Establishing two-way trust..................................................................15
Mastering the New Functions of Management............................................17
Energize..................................................................................................17
Empower................................................................................................18
Support...................................................................................................19
Communicate........................................................................................20
Taking the First Steps toward Becoming a Manager..................................20
Look and listen......................................................................................21
Do and learn..........................................................................................22
Chapter 2: Setting Goals as a Manager . 23
Knowing Where You’re Going.......................................................................24
Identifying SMART Goals...............................................................................27
Setting Goals: Less Is More............................................................................29
Communicating Your Vision and Goals to Your Team..............................31
Juggling Priorities: Keeping Your Eye on the Ball......................................33
Using Your Power for Good: Making Your Goals Reality..........................34
Chapter 3: Embracing Corporate Social Responsibility . 37
Understanding Socially Responsible Practices..........................................38
Figuring out how you can employ CSR..............................................38
Enjoying net benefits of socially responsible practices..................39
Developing a CSR strategy for implementation................................
40
Evaluating the Political Side of Your Workplace........................................41
Assessing your organization’s political environment......................42
Identifying key players.........................................................................43
Redrawing your organization chart....................................................44
Doing the Right Thing: Ethics and You........................................................46
Defining ethics on the job....................................................................46
Creating a code of ethics.....................................................................47
Checking out a sample code of ethics................................................49
Making ethical choices every day.......................................................49
Chapter 4: Managing with Technology . 51
Weighing the Benefits and Drawbacks of Technology in
the Workplace.............................................................................................52
Making advances, thanks to automation...........................................52
Improving efficiency and productivity...............................................53
Taking steps to neutralize the negatives...........................................54
Using Technology to Your Advantage.........................................................55
Know your business.............................................................................56
Create a technology-competitive advantage.....................................56
Develop a plan.......................................................................................57
Get some help........................................................................................59
Getting the Most Out of Company Networks..............................................59
Book II: Embracing Leadership..................................... 61
Chapter 1: Tapping into the Brain of a Leader . 63
Harnessing Multiple Intelligences................................................................63
The temporal intelligences..................................................................64
The spatial intelligences......................................................................66
The personal and social intelligences................................................68
Assessing and Applying Your Emotional Intelligence...............................70
Grasping the role of emotions.............................................................71
Becoming self-aware.............................................................................72
Motivating yourself to move toward goals........................................75
Recognizing emotions in others.........................................................77
Modeling the emotion you want to see..............................................79
Dealing with out-of-control emotions.................................................80
Thinking Your Way to the Top: Decision Making.......................................81
Calling on your head and heart to make better decisions..............82
The frontal lobe: CEO of your brain...................................................83
Maxing your working memory............................................................85
Chapter 2: Training and Developing Leadership Brains 87
Holding Sticky Training Sessions.................................................................87
Determining where you are and where you want to go...................88
Organizing and presenting information.............................................88
Moving from concrete to abstract information................................93
Creating Memories That Stick.......................................................................94
Using movement to enhance learning................................................95
Calling on pictures to tell the story....................................................98
Offering feedback..................................................................................98
Redesigning Brains: Helping Employees Train for Change.....................100
Breaking habits, changing networks................................................100
Reinforcing changes...........................................................................101
Dealing with minds that are difficult to change..............................103
Conducting Meetings That Matter..............................................................104
Creating continuity.............................................................................104
Sharing control....................................................................................105
Soliciting feedback..............................................................................106
Getting your message across............................................................106
Keeping the conversations going.....................................................108
Chapter 3: Developing a Vision . 109
The Origins and Benefits of Visions...........................................................110
Mapping where visions come from..................................................110
Establishing a standard of excellence..............................................111
Staying ahead of the game.................................................................112
Linking the present to the future......................................................112
Developing a Doable Dream........................................................................114
Eliminating the luck factor.................................................................114
SWOTing your staff.............................................................................115
Creating More than an Idea.........................................................................116
Assembling a team..............................................................................116
Moving from an idea to a plan...........................................................118
Staying realistic...................................................................................120
Using Vision to Harness Opportunities.....................................................122
Spotting an opportunity.....................................................................122
Searching out an opportunity...........................................................123
Creating an atmosphere in which ideas flourish............................123
Keeping Your Vision Dynamic....................................................................124
Chapter 4: Building Your Leadership Skill Set 125
Taking Stock As You Get Started................................................................125
Assessing your situation....................................................................126
Doing a personal inventory...............................................................127
Understanding your mission.............................................................129
Getting to know your team................................................................130
Strengthening Your Leadership Muscles..................................................131
Using what you have..........................................................................131
Responding to situations flexibly.....................................................132
Taking advantage of fortuitous circumstances...............................132
Making sense of ambiguous or contradictory messages...............133
Ranking the importance of different elements................................134
Finding similarities in apparently different situations...................134
Drawing distinctions between seemingly similar situations.........135
Putting concepts together in new ways...........................................135
Coming up with novel ideas..............................................................136
Communicating with skill..................................................................136
Modeling Great Leadership Behaviors......................................................138
Drive.....................................................................................................138
A sense of urgency..............................................................................139
Honesty................................................................................................140
Good judgment....................................................................................140
Dependability......................................................................................140
Trust.....................................................................................................141
Encouraging a learning environment...............................................141
Grasping the Roles Leaders Play................................................................141
The truth seeker.................................................................................142
The direction setter............................................................................142
The agent from C.H.A.N.G.E...............................................................143
The spokesperson..............................................................................143
The coach or team builder................................................................144
Chapter 5: The Process of Leadership . 145
Discovering the Skills of a Leader..............................................................145
Making leadership decisions.............................................................146
Setting a direction...............................................................................146
Conducting mediation........................................................................147
Facilitating...........................................................................................148
Cheerleading........................................................................................149
Harnessing Your Strengths and Weaknesses............................................150
Cooperating.........................................................................................150
Listening...............................................................................................152
Placing others above yourself...........................................................152
Meeting Expectations from All Directions.................................................153
Mapping out your expectations........................................................154
Understanding your team’s expectations........................................156
Living up to your superiors’ expectations......................................158
Book III: Mastering Key Management Duties............... 161
Chapter 1: Hiring: The Million-Dollar Decision . 163
Starting with a Clear Job Description........................................................164
Defining the Characteristics of Desirable Candidates.............................165
Finding Good People....................................................................................166
Going through traditional recruiting channels...............................167
Leveraging the power of the Internet...............................................169
Becoming a Great Interviewer....................................................................170
Asking the right questions.................................................................171
Following interviewing do’s...............................................................172
Avoiding interviewing don’ts............................................................174
Five steps to better interviewing......................................................175
Evaluating Your Candidates........................................................................175
Checking references...........................................................................176
Reviewing your notes.........................................................................177
Conducting a second (or third) round.............................................177
Hiring the Best (and Leaving the Rest)......................................................178
Being objective....................................................................................179
Trusting your gut................................................................................179
Revisiting the candidate pool............................................................180
Chapter 2: Engaging Your Employees 181
Understanding the Power of Employee Engagement...............................181
Creating a Clear, Compelling Direction.....................................................182
Assessing employees’ understanding of mission and purpose....183
Modifying strategies to meet goals...................................................184
Opening Lines of Communication..............................................................184
Employing direct, two-way communication....................................185
Exploring communication techniques.............................................185
Communicating bad news and dealing with rumors......................186
Encouraging Involvement and Initiative....................................................187
Guiding employee focus.....................................................................187
Asking employees for their input and ideas....................................188
Involving employees in decision-making.........................................189
Increasing Employee Autonomy, Flexibility, and Support......................190
Giving employees a say in their own work......................................190
Allowing flexible work schedules.....................................................191
Making the most of technology for working remotely...................192
Providing managerial access and support......................................193
Chapter 3: Managing Virtual Employees . 195
Making Room for a New Kind of Employee...............................................196
Preparing to get virtual......................................................................196
Understanding changes to the office culture..................................197
Weighing pros and cons of telecommuting.....................................199
Managing from a Distance...........................................................................200
Increasing your interaction...............................................................201
Providing long-distance recognition................................................201
Using the Internet...............................................................................202
Managing Different Shifts.............................................................................203
Chapter 4: Conducting Meetings That Work 205
Why You Should Toss the Old Meeting Model.........................................205
Developing Focused Agendas.....................................................................206
Starting with five essentials...............................................................207
Other agenda parts to include as needed........................................208
Formatting the agenda.......................................................................210
Facilitating a Productive Meeting: Tools and Outcomes.........................210
Planning...............................................................................................213
Summarizing........................................................................................213
Recording.............................................................................................213
Focusing...............................................................................................214
Stimulating participation...................................................................214
Gatekeeping.........................................................................................215
Dealing with a few familiar challenges.............................................216
Juggling act: Facilitating and participating at the same time........218
Chapter 5: Delegating to Get Things Done 219
Delegating: The Manager’s Best Tool.........................................................220
Seeing Past Myths about Delegation..........................................................222
You can’t trust your employees to be responsible........................222
You’ll lose control of a task and its outcome..................................222
You’re the only one with all the answers........................................223
You can do the work faster by yourself...........................................223
Delegation dilutes your authority.....................................................224
You relinquish the credit for doing a good job...............................224
Delegation decreases your flexibility...............................................225
Taking the Six Steps to Delegate.................................................................225
Sorting Out What to Delegate and What to Do Yourself..........................226
Pointing out appropriate tasks for delegation................................227
Knowing what tasks should stay with you......................................229
Keeping delegation on track..............................................................230
Checking Up Instead of Checking Out........................................................231
Excelling at Leadership Tasks (Even When You Delegate Them to
Yourself)....................................................................................................233
Leading as a follower..........................................................................233
Leading when your position is honorary.........................................235
Leading when you’re not expected to succeed..............................236
Book IV: Communicating with Employees.................... 239
Chapter 1: Encouraging Commitment through Coaching
and Mentoring 241
Getting the Lowdown on Business Coaching............................................242
Managing as a coach versus as a doer.............................................242
Mentoring and developing staff........................................................243
Tuning In to Personal versus Positional Influence...................................244
Managing by positional influence.....................................................244
Managing by personal influence.......................................................245
Seeking commitment versus compliance........................................246
Maintaining your personal influence under pressure....................247
Managing as a Tone Setter..........................................................................248
Coaching Assertively, through Collaboration...........................................250
Engaging in two-way conversations.................................................250
Asserting yourself...............................................................................251
Holding the pickles, onions, and aggressiveness!..........................
252
Choosing not to be passive...............................................................252
Testing your collaboration skills......................................................252
The Five Pillars for Building Commitment................................................253
Analyzing an Instance of Poor Coaching...................................................254
Reviewing the manager’s coaching efforts......................................255
Studying the manager’s efforts to affect his employee’s
level of commitment.......................................................................255
Ascertaining how to handle corrections for this project..............256
Chapter 2: Communicating Effectively 257
Understanding the Four Approaches to Speaking...................................257
The aggressive approach...................................................................258
The nonassertive approach...............................................................259
The passive-aggressive approach....................................................260
The assertive approach.....................................................................261
Recognizing the Impact of Listening..........................................................263
Breaking down the listening process...............................................263
Eradicating patterns that crush listening........................................264
Discovering the ways people listen..................................................268
Putting Active Listening Tools to Work.....................................................271
Drawing out the speaker’s message.................................................271
Verifying your understanding of the message................................275
What You Say and How You Say It.............................................................278
Communicating with eye contact.....................................................278
Making sure your body talk supports your message.....................279
Putting oomph in your voice.............................................................280
Managing your pace...........................................................................282
Navigating E-mail Communication.............................................................283
Knowing when to use e-mail..............................................................284
Recognizing when not to use e-mail.................................................285
Staying on the right track when writing e-mail...............................287
Chapter 3: Having Critical Conversations . 289
Knowing When It’s Time to Have a Critical Conversation......................290
Avoiding Pitfalls through Preparation.......................................................291
Heading off stress through preparation..........................................292
Being mentally prepared....................................................................293
Starting with rapport and trust.........................................................297
Keeping Challenging Situations Productive..............................................298
Righting a wrong.................................................................................299
Making tough discussions encouraging...........................................303
Dealing with resistance......................................................................306
Gaining focus when conversations go off track..............................309
Closing the Conversation with Ease...........................................................310
Creating powerful action plans.........................................................310
Following through for success..........................................................312
Chapter 4: Conducting Performance Appraisals . 315
Gathering and Analyzing a Year’s Worth of Information.........................315
Doing your homework........................................................................316
Completing the evaluation form.......................................................320
Determining an overall rating...........................................................322
Managing Your Misperceptions..................................................................323
Overpowering bias and stereotypes................................................323
Rethinking “just like me”....................................................................324
Recognizing the halo effect...............................................................325
Dismissing the horns effect...............................................................326
Getting beyond first impressions.....................................................327
Setting the Stage for the Appraisal.............................................................328
Identifying your objectives................................................................328
Preparing an agenda...........................................................................328
Scripting your delicate comments....................................................329
Bringing the data.................................................................................329
Setting positive expectations............................................................330
Holding the Meeting.....................................................................................330
Opening the discussion......................................................................330
Leading the discussion......................................................................331
Providing negative feedback.............................................................334
Actively listening................................................................................335
Wrapping up the discussion..............................................................335
Setting Goals..................................................................................................336
Looking forward instead of backward.............................................337
Opting for goals over dreams............................................................337
Motivating employees to meet their goals......................................339
Challenging your employees enough but not too much................339
Creating performance goals..............................................................341
Establishing developmental goals....................................................342
Managing after the Evaluation....................................................................344
Wandering around..............................................................................344
Coaching employees toward their goals.........................................345
Chapter 5: Resolving Conflict 347
Developing a Plan to Resolve Conflict.......................................................347
Preparing the parties for a conversation.........................................348
Setting up the meeting.......................................................................349
Facilitating a Mediation Meeting................................................................351
Reviewing the ground rules...............................................................351
Giving the participants a chance to present their
perspectives.....................................................................................353
Summarizing what you hear..............................................................354
Creating an agenda.............................................................................355
Negotiating Possible Solutions...................................................................356
Encouraging communication............................................................356
Focusing on values rather than issues.............................................358
Fostering brainstorming....................................................................359
Asking great questions.......................................................................360
Working through resistance..............................................................361
Developing Solutions and Agreements......................................................365
Recognizing the nonnegotiable elements of a good
settlement........................................................................................365
Troubleshooting problem areas.......................................................367
Writing it down....................................................................................370
Concluding the Meeting with Optimism....................................................370
Settlement............................................................................................371
Interim agreements.............................................................................371
No settlement......................................................................................372
Book V: Managing Teams........................................... 373
Chapter 1: Putting Together a Strong Business Team 375
Giving “Team” a Business Meaning............................................................376
Telling the Difference between Work Groups and Teams.......................377
Dependent-level work groups...........................................................377
Independent-level work groups........................................................378
Interdependent-level work groups...................................................378
How Teams Help Managers to Manage......................................................380
Introducing the Most Common Types of Teams......................................382
Looking Before You Leap: Factors to Consider in Adopting
Teams.........................................................................................................383
Factors to consider at the organizational level..............................383
Factors to consider at the manager level........................................384
Factors to consider at the team member level...............................385
The Terrible Twenty: Why Teams Sometimes Struggle..........................386
Spotting — and Soothing — Resistance....................................................387
Cultural orientation — the rugged individualist.............................387
Limited or poor experience with teams...........................................388
Success as a solo................................................................................388
Fear of change.....................................................................................388
Winning Them Over.....................................................................................389
Introducing the Three Cornerstones: Focus, Cohesiveness, and
Accountability...........................................................................................391
Focus....................................................................................................392
Cohesiveness.......................................................................................393
Accountability.....................................................................................394
Training Your Team in Six Critical Skills...................................................395
Chapter 2: Strategies for Building Effective Teams 397
Laying a Solid Foundation...........................................................................398
Writing a team-purpose statement...................................................398
Creating team guidelines...................................................................399
Setting Goals, Not Activities........................................................................402
Making Plans and Assigning Roles.............................................................404
Establishing Team Vision and Values........................................................406
Writing a team vision statement.......................................................406
Defining core values...........................................................................407
Developing Standards and Measurements................................................408
Setting team performance standards...............................................408
Developing standard operating procedures...................................409
Deciding what to measure and
how to measure it...........................................................................410
Building Connections, Creating Cohesiveness.........................................411
Sharing responsibilities.....................................................................411
Putting team guidelines into action..................................................412
Training and learning together.........................................................414
Working the process so you can
process the work.............................................................................415
Fostering Accountability.............................................................................417
Conducting status review meetings.................................................417
Reporting results outward and upward...........................................418
Evaluating team performance...........................................................420
Using peer feedback...........................................................................421
Reinforcing Good Performance..................................................................423
Chapter 3: Developing Tools for Productive Team Players . 425
Making Active Listening a Part of Your Team Process............................426
Opening the door to a good conversation.......................................427
Drawing out a speaker with probing questions..............................428
Reflecting a speaker’s feelings..........................................................429
Paraphrasing to capture the content...............................................429
Combining reflection with paraphrasing.........................................430
Dodging pitfalls...................................................................................430
Speaking So That People Listen — and Get Your Point............... 431
Changing old speaking habits...........................................................431
Adopting an assertive speaking approach......................................432
Using nonverbal tools of assertive speaking...................................433
Speaking in the positive.....................................................................434
Planning for Success — and Working Your Plan......................................437
Understanding what you need to plan.............................................437
Making plans, step by step................................................................438
Living the plan.....................................................................................442
Solving Problems (Rather than Making Them Worse)............................442
Avoiding the pitfalls...........................................................................443
Revving up your problem-solving machine.....................................444
Brainstorming — Developing Ideas and Getting to Solutions................448
Making space for ideas.......................................................................448
Guiding discussions............................................................................450
Voting for winners..............................................................................451
Chapter 4: Working Productively with Teams . 453
Making Decisions as a Team.......................................................................453
The five ways that decisions are made............................................454
Reaching a true consensus................................................................459
Selecting the right decision-making tool.........................................461
Resolving Conflicts on the Team................................................................463
Using five steps to resolve conflict...................................................463
Coaching a team to settle conflicts on its own...............................465
Serving as the third-party facilitator................................................467
Giving Your Meetings New Life...................................................................468
Noting the three stages of a meeting................................................468
Taking a minute for the minutes.......................................................469
Performing meeting roles..................................................................470
Holding team meetings for meaningful purposes...........................470
Creating agendas................................................................................471
Getting maximum participation........................................................472
Chapter 5: Managing Advanced Team Matters . 473
Managing without Supervisors: Self-Directed Teams..............................473
Defining and dissecting a self-directed team...................................474
Making the transition to self-directed teams..................................478
Building teams to self-manage and grow.........................................484
Managing Project Teams and Task Teams to Success............................486
Beginning with the essentials for effective project
management.....................................................................................487
Starting a task team on the same page............................................490
Keeping a team on the productive track.........................................493
Incentives and Other Rewards for Teams.................................................494
Investing in team incentive pay........................................................494
Rewarding individual team members: Skill-based pay..................497
Showing you love them in other ways.............................................500
Book VI: Managing Business Change.......................... 503
Chapter 1: Laying a Foundation for Change 505
Understanding the Cycle of Change...........................................................506
Moving out of the current state: Using SWOT to recognize
a need to change.............................................................................507
Defining the desired state: Deciding where you’re headed...........507
Checking out the change formula.....................................................508
Spotting Change Indicators.........................................................................508
Assessing Your Organizational Change Readiness..................................510
Mapping your stakeholders...............................................................510
Assessing stakeholder readiness......................................................512
Deciding What Type of Change You Need.................................................514
Implementing a Tried-and-True Change Model........................................515
Recognizing the Call for Leadership..........................................................516
Distinguishing managing and leading...............................................517
Leading by example............................................................................518
Role Playing: Assuming Different Roles during Change..........................520
Sponsoring success............................................................................522
Being a change agent..........................................................................524
Serving as an advocate.......................................................................524
Facilitating Change across Leadership Structures...................................526
Glimpsing two common leadership structures...............................526
Working with — and adapting — the established
leadership structure.......................................................................527
Chapter 2: Putting Your Plan for Change into Motion . 529
Assembling Your Change Toolbox.............................................................529
Building an inspiring vision...............................................................530
Creating a change road map..............................................................531
Putting together your change team..................................................534
Creating a Winning Project Plan: What’s Going to Happen.....................536
Checking your readiness to launch..................................................536
Planning to succeed...........................................................................537
Looking at the elements of a project plan.......................................537
The GRPI Model: Getting a grip on how change will happen........540
Staying focused on what matters most............................................542
Leading unexpected change..............................................................544
Assessing and Managing Risk.....................................................................546
Knowing your risks.............................................................................546
How big? How likely? Analyzing your risks’ probability
and consequences...........................................................................547
Limiting your risks..............................................................................547
Measuring and Evaluating...........................................................................547
Developing benchmarks....................................................................548
Establishing milestones.....................................................................548
Keeping an eye on progress..............................................................549
Communicating the Change........................................................................550
Answering the three big change questions.....................................550
Developing an ideal communication style during change.............553
Communicating across differences..................................................555
Chapter 3: Making Change Stick 559
Getting Employees on Board and Keeping Them Motivated..................559
Building trust.......................................................................................560
Overcoming the negative impact of past change efforts...............561
Dealing with cynicism toward future change..................................562
Empowering employees to change...................................................564
Dealing with the Challenges of Change......................................................568
Addressing common people problems............................................568
Becoming a change facilitator...........................................................571
Working through disruption problems............................................571
Managing stress levels.......................................................................574
Assessing Your Progress and Acting Accordingly...................................576
Using the transition model checklist...............................................576
Celebrating milestones......................................................................578
Maintaining mid-change interest......................................................578
Bouncing back from failure...............................................................579
Building the Structures to Make Change Last...........................................581
Creating useful performance measures...........................................581
Aligning resources to the new way...................................................584
Leading the after-change review.......................................................586
Chapter 4: Applying Change Strategies in Specialized
Circumstances . 589
Aligning Technology Change with Results................................................589
Matching technology with people, processes, and
strategy.............................................................................................590
Joining the online e-business revolution.........................................590
Effectively using social media and the next “it” thing....................596
Leveraging Restructuring Changes............................................................597
Developing your restructuring plan.................................................598
Identifying the necessary process changes and
their impacts....................................................................................599
Structuring performance metrics.....................................................600
Organizing Change during Mergers and Acquisitions.............................601
Taking change to a new level: combining companies....................602
Following the M&A process...............................................................603
Supporting employees during the M&A process............................604
Handling staffing considerations during a merger
or acquisition...................................................................................606
Proceeding successfully after the deal is done...............................610
Managing Cultural Change..........................................................................611
Defining the current culture..............................................................611
Creating successful cultural change................................................614
Working with the new culture...........................................................616
Chapter 5: When Everything Changes: Working with
Complex Change 619
Getting a Handle on Chaos: When Everything Is Changing
at Once.......................................................................................................620
Creating a Snowball Effect with Small Wins..............................................621
Structuring and Organizing Complex Change...........................................622
Using project management to establish structure.........................622
Organizing manageable but complex change.................................624
Example of managing complexity: A call center and
its merger.........................................................................................626
Developing organizational knowledge during complex
change..............................................................................................629
Keeping Interest High...................................................................................630
Solving problems, not generating them...........................................631
Breaking out of the annual cycle......................................................632
Climbing out of chaos: Using a belay system..................................632
Embedding Complex Change within the Culture......................................634
Controlling what you can...................................................................635
Planning for what you can’t control.................................................635
Resolving conflict productively: The four As..................................638
Index........................................................................ 641

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Beyond the Book
In addition to the material in the print or e-book you’re reading right now,
this product comes with access-anywhere goodies on the web. Check out
the free Cheat Sheet at www.dummies.com/cheatsheet/managingaio for
articles on the following topics:
Managing conflict actively and constructively
Heading off performance problems before they require drastic action
Laying the groundwork for terrific cross-group communication
Unlocking the magic of delegation 
(so you can get a good night’s sleep once in a while!)

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