Eric Jacobson On Management And Leadership

A lot has happened since 1997 when Robert L. Dilenschneider wrote, The Critical First Years of your Professional Life .  That's why are few years ago he released a new edition of his best-seller. "The book contains all the lessons you'll need to learn about functioning at work," explains Dilenschneider.   His lessons are based on his four decades of experience in the work world, along with research and dozens of interviews with business experts. The lastest edition of the book is particularly relevant today , because, shares Dilenscheider: Not knowing the ropes puts you at a competitive disadvantage. Times have changed, and there are fewer people in today's workplace willing to help you understand how the world of work operations. Lessons in the book include : You and Your Bosses Working the Grapevine Networking Making Allies of Your Elders Image Having Influence at Any Level Your Work and Your Personal Life After a Setback Mento...

One of my favorite sections of the book, The First-Time Manager , is the one about  class in a manager : Class is treating people with dignity. Class does not have to be the center of attention. Class does not lose its cool. Class does not rationalize mistakes. Class is good manners. Class means loyalty to one's staff. Class recognizes the best way to build oneself is to first build others. Class leads by example. Class does not taken action when angry. Class is authentic and works hard at making actions consistent with words.

As a first-time leader, you'll find it helpful to have some framework for your thinking.  More specifically, according to authors George Bradt and Gillian Daivs of, First-Time Leader , you will benefit from the 5Cs Situation Assessment. This provides you a framework for understanding the your business environment by looking at customers, collaborators, capabilities, competitors, and conditions. So, as you meet with you colleagues and employees in your new leaders role, as them to share with you their insights about: Customers :  First line, customer chain, end users, influencers. Collaborators :  Suppliers, allies, government/community leaders. Capabilities :  Human, operational, financial, technical, key assets. Competitors :  Direct, indirect, potential. Conditions :  Social/demographic, political/government/regulatory, economic, market.

The forthcoming  First-Time Leader  book by George Bradt and Gillian Davis begins with a discussion of taking charge of your new team and then tracks through  BRAVE leadership  components from the outside in. BRAVE is a leadership framework that helps first-time leaders successfully build their team by uniting them around a shared purpose. The term reflects an acronym that stands for behaviors, relationships, attitudes, values and environment. Carefully considering and analyzing each component will help first-time leaders discover this shared purpose and incorporate it into the company’s larger strategy and their team’s implementation of same. Specifically, the book defines the  five components  as: Behaviors  –  The actions that make real lasting impact on others. Relationships  – The heart of leadership. If you can’t connect, you can’t lead. Attitudes  – Encompassing strategic, posture, and culture choices around how to...

AMACOM's (of the American Management Association) sixth edition of the best-selling book, The First-Time Manager -- originally published in 1981 is a must-read for new managers and leaders in business. One of my favorite sections of the book is the one about class in a manager : Class is treating people with dignity. Class does not have to be the center of attention. Class does not lose its cool. Class does not rationalize mistakes. Class is good manners. Class means loyalty to one's staff. Class recognizes the best way to build oneself is to first build others. Class leads by example. Class does not taken action when angry. Class is authentic and works hard at making actions consistent with words. The First-Time Manager is an excellent how-to guide for anyone new to managing people.

  Overland Park, KS-based author   Max Muller , releases the second edition of his popular book,   The Manager's Guide to HR , on August 15.   The original edition (published in 2009) of  The Manager’s Guide to HR  provided readers with a plain-English introduction to the regulations, rights, and responsibilities related to hiring and firing, benefits, compensation, documentation, performance evaluations, training, and more.   But much has changed since then.  That's why Muller extensively revised the book to cover all the key areas and bring readers up to speed on current developments in employment law, including: How social media is changing the recruitment landscape Shifting labor standards regarding compensation and benefits The National Labor Relations Board’s stance on work-related employee speech on social media The Employee Retirement Income Security Act New record-keeping requirements Amendments to the Family and Medic...

AMACOM's (of the American Management Association) sixth edition of the best-selling book, The First-Time Manager -- originally published in 1981 is a must-read for new managers and leaders in business. The book covers eight core responsibilities of a new manager , including: Hiring Communicating Planning Organizing Training Monitoring Evaluating Firing Expert advice is additionally provided regarding: Using Your New Authority Managing Your Mood Building Trust One of my favorite sections of the book is the one about class in a manager : Class is treating people with dignity. Class does not have to be the center of attention. Class does not lose its cool. Class does not rationalize mistakes. Class is good manners. Class means loyalty to one's staff. Class recognizes the best way to build oneself is to first build others. Class leads by example. Class does not taken action when angry. Class is authentic and works hard at making actions consis...