By John Adair, Neil Thomas
This booklet is a realistic master-class in the way to deal with either your self and others to supply a group that's encouraged, artistic and high-performing.
Internationally known as a author, instructor and advisor, Professor John Adair has written 27 books and various articles on management and administration improvement: this can be the distillation of a career's idea and perform into one book.
The booklet is split into major sections:
Part 1: Self-management
Part 2: dealing with others
Self Management
Time management
surroundings and reaching objectives and objectives
selection making and challenge solving
Creativity and innovation
own reminders and strategies worthy thinking
Managing Others
management and staff building
Motivation and folks management
verbal exchange and presentation
own reminders and innovations worthy thinking
''[John Adair] is among the ultimate thinkers at the topic within the world''--Sir John Harvey-Jones
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Additional info for The John Adair handbook of management and leadership
Sample text
The crucial elements in decision-making are: • establish the facts • consider the options • decide the course of action. Chapter 3: Decision-making and problem-solving 43 The truly effective thinker has these attributes: 1 Skills of analysis, synthesis and valuing 2 Open to intuition 3 Imagination (to find new ways to overcome problems) 4 Creativity (coupled with careful preliminary work) 5 Open to new ideas 6 Humility – when to recognise that others may have better powers or knowledge and to combine with their thinking.
As well as our six friends Who,What,Why,When,Where and How? • constantly checking the premise and/or logical steps which can undermine good reasoning • thinking backwards from the desired outcome • organising the facts • seeing the problem as a solution in disguise. Analysis is not, however, an end in itself and trying to over-analyse can lead to inactivity or ‘paralysis by analysis’ as it has been called. Synthesis Decision-making requires an individual to ‘take a view’ and that depends on the ability to combine parts or elements to form a whole: synthesis.
A checklist to test if you are an effective delegator YES NO Do you take work home evenings/weekends and/or work more than nine hours a day? ⅥⅥ Can you identify areas of work that you could/should delegate, but have not already done so? ⅥⅥ Do you define clearly the delegated tasks and satisfy yourself that the individual to whom they are delegated understands what is expected as an outcome? Do you delegate authority and task? ⅥⅥ ⅥⅥ ⅥⅥ Do you think that the delegated task will not be done as well by anyone else?