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by Julian Birkinshaw, James Manktelow
Mind Tools for Managers
Cover
Title Page
Acknowledgments
Author Biographies
Introduction
Helping People Be Better Bosses
Why This Book Is Different
The Structure of the Book
Cross-Cutting Themes
Part I: Know and Manage Yourself
Chapter 1: Know Yourself
1. Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model)
2. Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis)
3. Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting)
4. Build Your Self-Confidence
5. Be Aware of How Your Actions Impact Others (Journaling for Self-Development)
6. Think Positively and Manage Negative Thoughts (Cognitive Restructuring)
7. Adopt a Self-Development Mindset (Dweck's Fixed and Growth Mindsets)
Other Techniques for Knowing Yourself
Chapter 2: Plan and Manage Your Time
8. Find More Time in Your Day by Eliminating Low-Yield Activities (Activity Logs)
9. Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix)
10. Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs)
11. Schedule Your Time Effectively
12. Keep Yourself Focused: Managing Distractions, Improving Flow
13. Beat Procrastination
Other Techniques for Planning and Managing Your Time
Chapter 3: Cope with Change and Stress
14. Develop Personal Resiliency, and Grow from Setbacks
15. Analyze and Manage Sources of Stress (Stress Diaries)
16. Manage Negative Emotions at Work (The STOP Method for Anger Management)
17. Manage the Impact of Pressure on Performance (The Inverted-U Model)
18. Overcome Fears of Failure or Success
19. Learn from Your Experience in a Systematic Way (Gibbs's Reflective Cycle)
Other Techniques for Coping with Change and Stress
Chapter 4: Manage Your Career over Time
20. Find a Career That Suits Who You Are (Ibarra's Identify Transition Process)
21. Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process)
22. Shape Your Role to Suit Your Strengths and Aspirations (Job Crafting)
23. Thrive at Work (The GREAT DREAM Model)
24. Find the Work–Life Balance That's Best for You (The Wheel of Life®)
25. Understand the Types of Behavior That Can Derail Your Career (Hogan Management Derailment)
Other Techniques for Managing Your Career
Part II: Manage Tasks, and Get Things Done
Chapter 5: Get Work Done in an Efficient and Focused Way
26. Translate the Organization's Mission into Goals That People Understand (OGSM)
27. Align People's Objectives with Corporate Goals (OKRs)
28. Systematically Analyze and Optimize the Work Team Members Do (DILO)
29. Use a Structured Approach to Continuous Improvement (PDSA)
30. Systematically Identify What Needs to Be Done – Gap Analysis
31. Conduct Post-Completion Project Reviews (Retrospectives)
32. Manage Projects Using Agile Methodologies (Agile Project Management)
Chapter 6: Solve Problems Effectively
33. Get Systematically to the Root of a Problem (Root Cause Analysis)
34. Identify the Many Possible Causes of a Problem (Cause and Effect Analysis)
35. Map Business Processes Clearly (Swim Lane Diagrams)
36. Solve Problems by Capitalizing on What's Going Well (The 5-D Approach to Appreciative Inquiry)
37. Bring People Together to Solve Problems (Manage Group Dynamics)
Other Useful Problem-Solving Techniques
Chapter 7: Make Smart Decisions
38. Decide Whether a Decision Makes Financial Sense (Net Present Value Analysis)
39. Choose Between Options and Considering Multiple Factors (Decision Matrix Analysis)
40. Consider Many Factors, Such as Opportunities, Risks, Reactions, and Ethics in Decision Making (ORAPAPA)
41. Analyze Systematically What Could Go Wrong (Risk Analysis and Risk Management)
42. Prioritize Risks by Impact and Probability of Occurrence (The Risk Impact/Probability Chart)
43. Avoid Psychological Bias in Decision Making
Other Useful Decision-Making Techniques
Chapter 8: Foster Creativity and Innovation
44. Develop New Ideas by Understanding User Needs (Design Thinking)
45. Innovate by Studying People's Day-to-Day Use of Products and Services in Depth (Ethnographic Research)
46. Innovate by Making Sense of How the Business World Is Changing (Scenario Planning)
47. Innovate in All Areas of Your Business, Not Just with Products and Services (Doblin's 10 Types of Innovation)
48. Generate Many Ideas Using Free Association (Brainstorming)
Other Techniques for Fostering Creativity and Innovation
Part III: Work with and Manage Other People
Chapter 9: Understand and Motivate Other People
49. Lead by Example (Being a Good Role Model)
50. Listen Carefully and Intensely to Other People (Mindful Listening)
51. Understand How to Motivate People (Herzberg's Motivation-Hygiene Theory)
52. Work Effectively with People from Different Generations (Understand Different Generational Characteristics)
53. Develop Emotional Intelligence
54. Motivate People to Go above and beyond (Transformational Leadership)
Other Techniques for Understanding and Motivating Other People
Chapter 10: Get the Best from Members of Your Team
55. Delegate Effectively
56. Be Clear About Who Is Accountable for What (The RACI Matrix)
57. Give Effective Praise and Recognition
58. Build Team Members' Self-Confidence
59. Support Your People Effectively (Heron's Six Categories of Intervention)
Other Ways to Get the Best from Members of Your Team
Chapter 11: Communicate Effectively
60. Understand the Key Principles of Good Communication (The Seven Cs of Communication)
61. Speak Well in Public
62. Write Effective E-Mails
63. Build Good Working Relationships with People at All Levels (Create “High-Quality Connections”)
64. Communicate Effectively Across Cultures (Hofstede's Cultural Dimensions)
Other Techniques for Communicating Effectively
Chapter 12: Hire and Develop Good People
65. Design Jobs Effectively (Motivation-Centered Job Descriptions)
66. Recruit Effectively (Competency-Based Interviewing)
67. Assess Individual Development Needs (Skills Matrices)
68. Give Effective Feedback (The SBI Feedback Model)
69. Coach People Effectively (The GROW Model)
Chapter 13: Build a Great Team
70. Formally Define the Team's Mission, Authority, Resources, and Boundaries (Team Charters)
71. Brief Your Team Clearly
72. Build Trust in Your Team
73. Build Openness and Self-Knowledge within a Team (The Johari Window)
74. Find the Specific Motivators That Work Best with Your Team (Understand Team-Specific Motivation)
75. Manage Negative Behaviors and Resolve Conflict (Lencioni's Five Dysfunctions of a Team)
Chapter 14: Deal with Difficult Management Situations Effectively
76. Resolve Conflict Effectively (Fisher and Ury's Principled Negotiation)
77. Deal with Bad Behavior at Work
78. Deal with Office Politics, and Protect Your Team from Them
79. Handle Poor Performance
80. Be Tactful
Part IV: General Commercial Awareness
Chapter 15: Develop Situational Awareness
81. Understand Your Organization's Mission and Values (Mission Statements)
82. Scan for External Changes That May Impact Your Organization (PESTLIED Analysis)
83. Understand How Companies Compete in Your Market (Value Curves)
84. Understand Your Organization's Core Competencies
85. Organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)
Chapter 16: Get Ahead in the Wider Organization
86. Understand and Shape How Others in Your Organization See You (The PVI Model)
87. Ask for Feedback (The SKS Technique)
88. Build Honest Rapport with Others
89. Develop Effective Networking Skills
90. Influence Your Peers to Get Things Done (Yukl and Tracey's Influencers)
Chapter 17: Make Change Happen in Your Organization
91. Understand Stakeholder Needs, and Bring Stakeholders Along with You (Stakeholder Management and Power/Interest Grids)
92. Understand the Key Steps Needed to Succeed with a Change Process (Kotter's Eight-Step Change Model)
93. Anticipate and Manage People's Emotional Reactions to Change (The Change Curve)
94. Persuade and Influence People Effectively (The Influence Model)
95. Lead Change Without Formal Authority (“Stealth Innovation”)
Chapter 18: Work Effectively with Customers and External Stakeholders
96. Understand Your Customer's Worldview (Develop Customer Personas)
97. Understand and Develop Your Relationship with Your Customer (Customer Experience Mapping)
98. Understand How Decisions Are Made in Another Organization (Influence Mapping)
99. Decide the Best Approach to a Negotiation (Lewicki and Hiam's Negotiation Matrix)
100. Collaborate to Create Mutually Beneficial Outcomes (Win-Win Negotiation)
Appendix: Survey Methodology
References
Index
End User License Agreement
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Prev
Previous Chapter
Cover
Next
Next Chapter
Title Page
Table of Contents
Cover
Title Page
Acknowledgments
Author Biographies
Introduction
Helping People Be Better Bosses
Why This Book Is Different
The Structure of the Book
Cross-Cutting Themes
Part I: Know and Manage Yourself
Chapter 1: Know Yourself
1. Understand Your Own Personality and Manage Accordingly (The Big Five Personality Model)
2. Understand and Make Better Use of Your Personal Strengths (Personal SWOT Analysis)
3. Set Clear Personal Goals, and Show a Strong Sense of Direction (Personal Goal Setting)
4. Build Your Self-Confidence
5. Be Aware of How Your Actions Impact Others (Journaling for Self-Development)
6. Think Positively and Manage Negative Thoughts (Cognitive Restructuring)
7. Adopt a Self-Development Mindset (Dweck's Fixed and Growth Mindsets)
Other Techniques for Knowing Yourself
Chapter 2: Plan and Manage Your Time
8. Find More Time in Your Day by Eliminating Low-Yield Activities (Activity Logs)
9. Prioritize Tasks Effectively for Yourself and Your Team (Action Priority Matrix)
10. Use a Structured Approach for Tracking and Prioritizing Many Tasks (Action Programs)
11. Schedule Your Time Effectively
12. Keep Yourself Focused: Managing Distractions, Improving Flow
13. Beat Procrastination
Other Techniques for Planning and Managing Your Time
Chapter 3: Cope with Change and Stress
14. Develop Personal Resiliency, and Grow from Setbacks
15. Analyze and Manage Sources of Stress (Stress Diaries)
16. Manage Negative Emotions at Work (The STOP Method for Anger Management)
17. Manage the Impact of Pressure on Performance (The Inverted-U Model)
18. Overcome Fears of Failure or Success
19. Learn from Your Experience in a Systematic Way (Gibbs's Reflective Cycle)
Other Techniques for Coping with Change and Stress
Chapter 4: Manage Your Career over Time
20. Find a Career That Suits Who You Are (Ibarra's Identify Transition Process)
21. Find a Role That Provides Meaning and Pleasure and Fully Uses Your Strengths (The MPS Process)
22. Shape Your Role to Suit Your Strengths and Aspirations (Job Crafting)
23. Thrive at Work (The GREAT DREAM Model)
24. Find the Work–Life Balance That's Best for You (The Wheel of Life®)
25. Understand the Types of Behavior That Can Derail Your Career (Hogan Management Derailment)
Other Techniques for Managing Your Career
Part II: Manage Tasks, and Get Things Done
Chapter 5: Get Work Done in an Efficient and Focused Way
26. Translate the Organization's Mission into Goals That People Understand (OGSM)
27. Align People's Objectives with Corporate Goals (OKRs)
28. Systematically Analyze and Optimize the Work Team Members Do (DILO)
29. Use a Structured Approach to Continuous Improvement (PDSA)
30. Systematically Identify What Needs to Be Done – Gap Analysis
31. Conduct Post-Completion Project Reviews (Retrospectives)
32. Manage Projects Using Agile Methodologies (Agile Project Management)
Chapter 6: Solve Problems Effectively
33. Get Systematically to the Root of a Problem (Root Cause Analysis)
34. Identify the Many Possible Causes of a Problem (Cause and Effect Analysis)
35. Map Business Processes Clearly (Swim Lane Diagrams)
36. Solve Problems by Capitalizing on What's Going Well (The 5-D Approach to Appreciative Inquiry)
37. Bring People Together to Solve Problems (Manage Group Dynamics)
Other Useful Problem-Solving Techniques
Chapter 7: Make Smart Decisions
38. Decide Whether a Decision Makes Financial Sense (Net Present Value Analysis)
39. Choose Between Options and Considering Multiple Factors (Decision Matrix Analysis)
40. Consider Many Factors, Such as Opportunities, Risks, Reactions, and Ethics in Decision Making (ORAPAPA)
41. Analyze Systematically What Could Go Wrong (Risk Analysis and Risk Management)
42. Prioritize Risks by Impact and Probability of Occurrence (The Risk Impact/Probability Chart)
43. Avoid Psychological Bias in Decision Making
Other Useful Decision-Making Techniques
Chapter 8: Foster Creativity and Innovation
44. Develop New Ideas by Understanding User Needs (Design Thinking)
45. Innovate by Studying People's Day-to-Day Use of Products and Services in Depth (Ethnographic Research)
46. Innovate by Making Sense of How the Business World Is Changing (Scenario Planning)
47. Innovate in All Areas of Your Business, Not Just with Products and Services (Doblin's 10 Types of Innovation)
48. Generate Many Ideas Using Free Association (Brainstorming)
Other Techniques for Fostering Creativity and Innovation
Part III: Work with and Manage Other People
Chapter 9: Understand and Motivate Other People
49. Lead by Example (Being a Good Role Model)
50. Listen Carefully and Intensely to Other People (Mindful Listening)
51. Understand How to Motivate People (Herzberg's Motivation-Hygiene Theory)
52. Work Effectively with People from Different Generations (Understand Different Generational Characteristics)
53. Develop Emotional Intelligence
54. Motivate People to Go above and beyond (Transformational Leadership)
Other Techniques for Understanding and Motivating Other People
Chapter 10: Get the Best from Members of Your Team
55. Delegate Effectively
56. Be Clear About Who Is Accountable for What (The RACI Matrix)
57. Give Effective Praise and Recognition
58. Build Team Members' Self-Confidence
59. Support Your People Effectively (Heron's Six Categories of Intervention)
Other Ways to Get the Best from Members of Your Team
Chapter 11: Communicate Effectively
60. Understand the Key Principles of Good Communication (The Seven Cs of Communication)
61. Speak Well in Public
62. Write Effective E-Mails
63. Build Good Working Relationships with People at All Levels (Create “High-Quality Connections”)
64. Communicate Effectively Across Cultures (Hofstede's Cultural Dimensions)
Other Techniques for Communicating Effectively
Chapter 12: Hire and Develop Good People
65. Design Jobs Effectively (Motivation-Centered Job Descriptions)
66. Recruit Effectively (Competency-Based Interviewing)
67. Assess Individual Development Needs (Skills Matrices)
68. Give Effective Feedback (The SBI Feedback Model)
69. Coach People Effectively (The GROW Model)
Chapter 13: Build a Great Team
70. Formally Define the Team's Mission, Authority, Resources, and Boundaries (Team Charters)
71. Brief Your Team Clearly
72. Build Trust in Your Team
73. Build Openness and Self-Knowledge within a Team (The Johari Window)
74. Find the Specific Motivators That Work Best with Your Team (Understand Team-Specific Motivation)
75. Manage Negative Behaviors and Resolve Conflict (Lencioni's Five Dysfunctions of a Team)
Chapter 14: Deal with Difficult Management Situations Effectively
76. Resolve Conflict Effectively (Fisher and Ury's Principled Negotiation)
77. Deal with Bad Behavior at Work
78. Deal with Office Politics, and Protect Your Team from Them
79. Handle Poor Performance
80. Be Tactful
Part IV: General Commercial Awareness
Chapter 15: Develop Situational Awareness
81. Understand Your Organization's Mission and Values (Mission Statements)
82. Scan for External Changes That May Impact Your Organization (PESTLIED Analysis)
83. Understand How Companies Compete in Your Market (Value Curves)
84. Understand Your Organization's Core Competencies
85. Organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)
Chapter 16: Get Ahead in the Wider Organization
86. Understand and Shape How Others in Your Organization See You (The PVI Model)
87. Ask for Feedback (The SKS Technique)
88. Build Honest Rapport with Others
89. Develop Effective Networking Skills
90. Influence Your Peers to Get Things Done (Yukl and Tracey's Influencers)
Chapter 17: Make Change Happen in Your Organization
91. Understand Stakeholder Needs, and Bring Stakeholders Along with You (Stakeholder Management and Power/Interest Grids)
92. Understand the Key Steps Needed to Succeed with a Change Process (Kotter's Eight-Step Change Model)
93. Anticipate and Manage People's Emotional Reactions to Change (The Change Curve)
94. Persuade and Influence People Effectively (The Influence Model)
95. Lead Change Without Formal Authority (“Stealth Innovation”)
Chapter 18: Work Effectively with Customers and External Stakeholders
96. Understand Your Customer's Worldview (Develop Customer Personas)
97. Understand and Develop Your Relationship with Your Customer (Customer Experience Mapping)
98. Understand How Decisions Are Made in Another Organization (Influence Mapping)
99. Decide the Best Approach to a Negotiation (Lewicki and Hiam's Negotiation Matrix)
100. Collaborate to Create Mutually Beneficial Outcomes (Win-Win Negotiation)
Appendix: Survey Methodology
References
Index
End User License Agreement
List of Tables
Appendix
Table A.1 Survey Respondents
List of Illustrations
Introduction
Figure I.1 Your Role as a Boss
Chapter 2
Figure 2.1 The Action Priority Matrix
Chapter 3
Figure 3.1 The Inverted-U Model
Figure 3.2 Gibbs's Reflective Cycle
Chapter 4
Figure 4.1 Ibarra's Identity Transition Process
Figure 4.2 Example Wheel of Life
Chapter 5
Figure 5.1 Part of an Example DILO Analysis for an Airport Worker
Figure 5.2 The PDSA Cycle
Chapter 6
Figure 6.1 A Cause and Effect Diagram Highlighting a Problem within a Service Center
Figure 6.2 The Head and Spine of the Example in Figure 6.1
Figure 6.3 Major Bones Filled out for the Example in Figure 6.1
Figure 6.4 An Example of a Swim Lane Diagram
Chapter 7
Figure 7.1 Column Headings Showing Decision Factors
Figure 7.2 Applying a Weighting to Each Decision Factor
Figure 7.3 Adding Options and Scoring These by Each Factor
Figure 7.4 Weighting Each Score and Calculating the Total
Figure 7.5 Risk Impact/Probability Chart
Chapter 8
Figure 8.1 A Simplified Version of the Design Thinking Process
Figure 8.2 The Scenario Planning Process
Chapter 9
Figure 9.1 Frederick Herzberg's Factors for Dissatisfaction and Satisfaction
Chapter 10
Figure 10.1 Example RACI Matrix for a Marketing Campaign
Chapter 12
Figure 12.1 Example Skills Matrix
Chapter 13
Figure 13.1 The Johari Window
Chapter 15
Figure 15.1 Value Curves for a Budget and Traditional Airline
Chapter 17
Figure 17.1 Possible Stakeholders in Your Change Project
Figure 17.2 Example Change Project Power/Interest Grid
Figure 17.3 The Change Curve
Chapter 18
Figure 18.1 A Sample Customer Experience Map
Figure 18.2 An Example Influence Map for a Customer Service Systems Purchase Decision
Figure 18.3 Lewicki and Hiam's Negotiation Matrix
Guide
Cover
Table of Contents
Begin Reading
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