THE HIGH-VALUE MANAGER --- DEVELOPING THE CORE COMPETENCIES YOUR ORGANIZATION DEMANDS by Florence M. Stone & Randi T. Sachs. American management Association, 1995
INTRODUCTION (p1-3)
SECTION 1 --- SUCCEEDING IN TODAY'S LEANER ORGANIZATIONS (p5-33)
1) Are you a high-value manager? A self-inventory test (7-22)
2) How do you rate? (p23-33)
Essential questions to ask your employees, your clients or customers, your colleagues and yourself (p23-33)
SECTION 2 --- STRATEGIC LEADERSHIP (p35-78)
The highly coveted manager sees her role as one that is shared with members of the work group or team. More "coach" than "manager" now, the high-value manager is more leader than ever before as she empowers staff members to assume a greater decision-making role in the organization. The high-value manager creates an environment in which staff members are free to learn --- to make mistakes if they learn from them --- and to apply their learning in real-world situations that go beyond the requirements of their job description or their box in the organization chart!
In being a "strategic leader" rather than manager, the high-value manager brings to her group the vision and values of the organization as a whole, shares them with the group, and directs a more focused effort to achieve her organization's strategic intent. (p35)
3) From "managing" to "empowering" (p35-49)
[1] Understand new operations (p40-43)
DANGER: Empowering the wrong employees!
[2] Listen to employees (p43-46)
Change evaluation form, Figure 3.1 (p44-46)
[3] Operate on purpose (p46-47)
[4] Emphasize growth and opportunity (p47-48)
[5] Train employees to think critically (p48-49)
4) Providing a learning environment (p50-54)
[6] Conduct training assessments (p51-53)
[7] Structure your work groups to promote learning (p53-54)
[8] Monitor on-the-job training (p54-57)
[9] Practice action learning (p57)
[10] Take on the teaching role (p57-59)
(1) Prepare a lesson plan
(2) Teach new procedures sequentially
(3) Prepare a lesson plan
(4) Teach new procedures sequentially
(5) Stop for questions
(6) Periodically test for comprehension
(7) Hold a follow-up session
Don't limit your training to skill areas. As you empower your staff members and practice "shared leadership," begin to grow the kinds of skills that will allow your staff to lay a key role in the strategic leadership of your organization. This demands that you do much more than talk about your department's mission or vision. You must make your organization's vision and values a reality!
5) Making the corporate vision and values a reality (p60-67)
[11] Hold goal-setting sessions (p61-62)
[12] Develop goal-supporting action plans (p62-64)
[13] Prepare contingency plans (p64-65)
[14] Identify the enablers (p65-66)
[15] Maintain enthusiasm (p66-67)
6) Staying current and flexible (p68-78)
[16] Deemphasize job titles (p69)
[17] Implement new work relationships (p69-74)
[18] Allow telecommuting (p74-76)
[19] Lead others in using the new technology (p76-77)
[20] buy the right tools for the right tasks (p77-78)
SECTION 3 --- A COMMITMENT TO CONTINUOUS IMPROVEMENT (p79-112)
7) Constructive criticism (p65-74)
8) Reviewing strength and virtue (p125-133)
9) Your "signature strengths" (p134-161)
SECTION 4 --- TEAMS AND TEAM MANAGEMENT (p113-175)
10) Annual appraisals and reviews (p103-117)
11) An accelerated learning course (p179-201)
12) Accelerated learning for your children (p202-208)
13) How you can be involved (p209-210)
14) Meaning and purpose (p250-260)
SECTION 5 --- LIFE SKILLS (p 177-209)
APPENDIX --- CORE COMPETENCY CHECKLIST (p210-214)
INDEX (p215-218)