Bruce Tulgan

Vi vidchuvajete, scho ne majete dostatno chasu, schob keruvati svojimi ljudmi? Chi unikajete vi spilkuvannja zi spivrobitnikami, tomu scho ne ljubite konfrontatsiji? U tsij knizi Brjus Tulgen porushuje kljuchovu problemu suchasnikh kerivnikiv - epidemiju neefektivnogo menedzhmentu. Avtor proponuje shljakh virishennja - chitke, pokrokove kerivnitstvo, jak stati silnim menedzherom. Jogo poslannja: tse normalno buti bosom. Bud velikim! Tsja knizhka spravzhnij majster-klas dlja kerivnika. Z neju vi zabudete pro neefektivnij menedzhment. Perekladach Irina Savjuk

Balance being a leader with being an individual contributor. Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we're asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization—and its people—adapt to our changing world. If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change—all while getting things done. This book will inspire you to:Build teams and develop talentTransform your role from intermediary to innovatorEncourage critical thinkingFoster a culture of psychological safetyLead change by leveraging internal networksUnderstand the cognitive and emotional drain of having both high and low powerForm partnerships at every level of the organizationHBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Collaborator. Communicator. Connector. Coach. As a mid-level manager, you're being tasked with more than ever before. You're expected to lead innovation, develop talent, execute on strategy, create an inclusive culture, and help your people adapt to constant change. How can you do it all and be successful? If you read nothing else on being an effective mid-level manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you build buy-in up and down your organization, secure time and resources for key projects, and lead change—all while getting the most important work done. This book will inspire you to:Build winning teams and develop talentTransform your role from intermediary to innovatorFoster a culture of psychological safetyBalance being a leader with being an individual contributorForm partnerships and leverage internal networksLead your organization from the middleThis collection of articles includes "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "The Real Value of Middle Managers," by Zahira Jaser; "In Praise of Middle Managers," by Quy Nguyen Huy; "Managing Your Boss," by John J. Gabarro and John P. Kotter; "Get the Boss to Buy In," by Susan J. Ashford and James Detert; "The Secrets of Great Teamwork," by Martine Haas and Mark Mortensen; "How the Best Bosses Interrupt Bias on Their Teams," by Joan C. Williams and Sky Mihaylo; "Making the Hybrid Workplace Fair," by Mark Mortensen and Martine Haas; "Why Strategy Execution Unravels—and What to Do About It," by Donald Sull, Rebecca Homkes, and Charles Sull; "The Leader as Coach," by Herminia Ibarra and Anne Scoular; "Make the Most of Your One-on-One Meetings," by Steven G. Rogelberg; "Learn When to Say No," by Bruce Tulgan; and "Begin with Trust," by Frances Frei and Anne Morriss.

Learn the secrets of managing a unique and productive generation In the newly revised third edition of Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent, renowned management trainer and business advisor Bruce Tulgan reimagines how to engage with, develop, and retain millennial employees in a time of deep economic disruption. The book offers step-by-step best practices for getting millennials onboard and up-to-speed. You’ll learn how to provide them with the context they lack, teach them how to manage themselves and how to be managed, and turn the very best into new leaders. In the book, you’ll also find: A renewed focus on every millennial generation, including Generations X, Y, and Z. A new preface about the dramatic generational shift now taking place in the workforceUpdated case studies and examples, as well as brand-new research on first-wave and second-wave millennialsAn essential handbook to maximizing the considerable potential of the millennial generations, Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent will earn a place in the libraries of executives, managers, HR professionals, and other business leaders interested in getting the most out of each and every one of their employees.

Nurture and develop well-rounded team players by focusing on soft skills development People entering the professional world are better educated than ever before. Their technical skills are often off-the-charts, helping them make short work of even the most challenging tasks. At the same time, however, many of these very same people lack soft skills we’ve often taken for granted. In the newly revised second edition of Bridging the Soft Skills Gap: How to Teach the Missing Basics to the New Hybrid Workforce, veteran business advisor, speaker, and consultant Bruce Tulgan delivers a practical and incisive roadmap to developing crucial professionalism, critical thinking, and teamwork skills. You’ll also find: A collection of 92 instructive lesson plans designed to break soft skills down into their component parts and teach them one manageable piece at a timeAn exploration of the soft skills gap, including what it means and how its impact on your organization will be feltExplanations of why you can’t hire your way around a soft skills gapAn essential leadership handbook for executives, managers, and other business leaders, Bridging the Soft Skills Gap is a must-read resource for human resources professionals, team leaders, and front-line employees who deal with promising, but unpolished, talent.

What's the secret to being indispensable&#8212a true go-to person&#8212in today's workplace? With new technology, constant change and uncertainty, and far-flung virtual teams, getting things done at work is tougher and more complex than ever. We’re in the midst of a collaboration revolution, working with everyone, all the time, across silos and platforms. But sometimes it feels like we're stuck in a no-win cycle&#8212dealing with an overwhelming influx of asks, with unclear lines of communication and authority. Overcommitment syndrome looms larger than ever before. But even amid the seeming chaos, there's always that indispensable go-to person who thrives on their many working relationships with people all over the organization chart. How do they do it? Go-to people consistently make themselves valuable to others, maintain a positive attitude of service, are creative and tenacious, and take personal responsibility for getting the right things done. In this game-changing yet practical book, talent guru and bestselling author Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organizations, Tulgan shows how go-to people think and behave differently, building up their influence with others&#8212not by trying to do everything for everybody but by doing the right things at the right times for the right reasons, regardless of whether they have the formal authority. This book will teach you to:Understand the peculiar mathematics of real influence Lead from wherever you are&#8212up, down, sideways, and diagonalKnow when to say "no" or "not yet," and how to say "yes"Keep getting better and better at working togetherAnd much more. The Art of Being Indispensable at Work is the new How to Win Friends and Influence People for an era in which the guardrails of traditional management have been pulled away.

Adapt your management methods to harness Millennial potential Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' Millennials, those Tulgan refers to as 'Generation Z,' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce. Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This book shows how to become a savvy employer and. . . Understand the generational shift occurring in the workplaceRecruit, motivate, engage, and retain the newest new young workforceDiscover best practices through proven strategies, case studies, and step-by-step instructionsExplore new research on the second-wave Millennials ('Generation Z') as well as continuing research on the first-wave Millennials ('Generation Y')Teach Millennials how to manage themselves, help their managers manage them, and how to become new leaders themselves It's not your imagination—Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.

For more than twenty years, management expert Bruce Tulgan has been asking, “What are the most difficult challenges you face when it comes to managing people?” Regardless of industry or job title, managers cite the same core issues—27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few. It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication. The real problem is that most managers are “managing on autopilot” without even realizing it—until something goes wrong. And if you are managing on autopilot, then something almost always does. The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable. For every workplace problem—even the most awkward and difficult—The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout. The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you’ll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face.

Get what you need from your boss In this follow-up to the bestselling It's Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work. Shows employees how to ask for what they need to succeed in their high-pressure jobsShatters previously held beliefs about how employees should manage upOutlines what employees must get from their managers: clear expectations; the skills needed to perform their jobs; honest feedback, recognition or rewards A novel approach to managing up, It's Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers.

A companion to the dynamic It's Okay to Be the Boss: The Management Workshop, this Participant Workbook is a hands-on resource that will help you learn how to overcome the common obstacles to becoming an engaged manager. You will gain a clear understanding of which management challenges can be controlled, along with tips and techniques for effectively controlling them. You will also discover the proven strategies for working around issues that cannot be avoided or controlled. The It's Okay to Be the Boss: The Management Workshop leads you through a series of eight back-to-basics techniques that clearly show how to develop the skills that will enhance your management abilities and help you Build relationships of trust and confidence with employees Delegate tasks, responsibilities, and projects Keep employees focused and moving in the right direction Increase productivity, quality, retention of high-performers, and turnover among low-performers Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees It's Okay to Be the Boss:The Management Workshop will help you incorporate into your daily routine the time-tested management techniques that spell success—tracking employee performance, correcting failure, and rewarding success.

Citing the most common reasons that bosses are unpopular and reluctant to perform core tasks, a survey of the consequences of undisciplined work environments makes a distinction between interfering managers and managers who are simply afraid, in a guide that outlines an eight-step program for becoming a strong manager. 35,000 first printing.

A managers guide to taking advantage of powerful demographic forces that are causing a "generational shift." If you're managing a mix of employees of all ages from teens to retirees and finding it takes more time and skill than ever before, you'll welcome the insightful methods and tools in this book.

Battered by waves of downsizing since the 1980s, talented men and women no longer seek job security from one company. This is the true hallmark of the new economy--not fleeting dot-coms and IPOs, but a fast-moving, free-agent workforce with the flexibility to jolt productivity. Managers, meanwhile, must grab hold of this shifting group of talent and squeeze more work out of them than ever before, particularly in a tight economy. The trouble is, their traditional source of power over employees--the corporate ladder--is dead and gone. Using richly detailed, never-before-published accounts, Bruce Tulgan reveals how America's most influential corporations, including Cisco, Dell, Microsoft, General Motors, J. P. Morgan, and J. C. Penney, are replacing obsolete recruitment and retention efforts with breakthrough solutions. "Tulgan's smart, crisp, light-handed prose makes his radical notions sound downright commonsensical," says Fortune magazine. Those radical ideas are the secret weapon of today's most successful, creative managers.

A practical "how to" guide on understanding and managing the youngest cohort of workers. With three to four job experiences or internships under their belts, the Gen Yers pose new challenges for organizations that are already spending time, energy, and money recruiting and training young talent.

Managing Generation X explains Generation X to its employers. It tunes in to the free-agent mindset that has swept across the entire workforce and serves as the best source of information on a generation that is leaving an indelible mark on the culture of American business. GenXers' willingness to walk away from any unsatisfactory employment relationship launched the staffing crisis that plagues employers today--and has allowed them to become the most entrepreneurial generation in history. Managing Generation X shows employers how to tap this valuable, quirky labor pool. GenXers speak in verbatim interview narratives on almost every page, offering their firsthand experiences as well as concrete advice on how to manage them (and how not to). Through the clear lens of Managing Generation X, we can see the future of work and the workforce of the future.

This pocket guide provides all employees a game plan for succeeding in the modern, fast changing economy. Teaches how to learn and accumulate marketable skills that will transfer to different jobs and different companies.