'Practical, concise and full of tips that every manager needs to know, The Financial Times Guide to Management provides a powerful guide for leaders at every level.'
Arianna Huffington, Chairman, President and Editor-in-Chief, The Huffington Post Media Group
'This is clear, encouraging and packed with good sense - just like its author. A winner.'
Eleanor Mills, Editorial Director, The Sunday Times
'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 Former Chairman Walt Disney
From motivating a team and developing star talent to controlling budgets and fostering innovation, The Financial Times Guide to Management is your authoritative guide to becoming an effective manager.
Full of practical tips and advice, this defi nitive handbook offers
solutions to the everyday challenges of:
* Managing yourself
* Developing communication skills and emotional intelligence
* Managing others
* Setting strategic direction
* Managing change
* Managing money, resources and technology
There is also on-the-ground advice from the executive frontline,
with insights from leaders including Paul Polman (CEO, Unilever),
Steve Marshall (Chairman, Balfour Beatty) and Cilla Snowball
(Chairman and CEO, AMV BBDO).
Whether you're a new team leader or an experienced director,
this book contains everything you need to know to become an
Ann 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.
Introduction: 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