Whether you are building your career as a manager by taking professional qualifications or you simply want to enhance your management skills this Instant Manager title, based on one of the six national occupational standards for managers, is exactly what you need! Including a fascinating interview with Andy Green, CEO of Logica and former head of BT Global Services, this is an inexpensive, concise but above all authoritative guide to getting results. Based on ten key questions, each chapter ends with a summary and action checklist to crystallise what you have learnt. The portable format allows you to carry the book wherever you go and to fit learning and development into your busy work life. Instant Manager: Managing Yourself provides a readable and practical introduction to the subject, including: What personal resources do you need to do your job?; How can you fill any gaps in your current skills?; What do you need to do to develop yourself professionally?; How can you make the best use of your time?; How does your work role fit into your organisation?; What are your personal values and how do they affect your career?; What is important to you? How can you develop your personal networks?

Whether you are building your career as a manager by taking professional qualifications or you simply want to enhance your management skills this Instant Manager title, based on one of the six national occupational standards for managers, is exactly what you need! Including a fascinating interview with Andy Green, CEO of Logica and former head of BT Global Services, this is an inexpensive, concise but above all authoritative guide to getting results. Based on ten key questions, each chapter ends with a summary and action checklist to crystallise what you have learnt. The portable format allows you to carry the book wherever you go and to fit learning and development into your busy work life. Instant Manager: Managing Yourself provides a readable and practical introduction to the subject, including: What personal resources do you need to do your job?; How can you fill any gaps in your current skills?; What do you need to do to develop yourself professionally?; How can you make the best use of your time?; How does your work role fit into your organisation?; What are your personal values and how do they affect your career?; What is important to you? How can you develop your personal networks? Backed by the authority of the Chartered Management Institute, this is an essential addition to the manager's library.

We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

The path to your professional success starts with a critical look in the mirror. If you read nothing else on managing yourself, read these 10 articles (plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself. HBR's 10 Must Reads on Managing Yourself will inspire you to: Stay engaged throughout your 50+-year work life Tap into your deepest values Solicit candid feedback Replenish physical and mental energy Balance work, home, community, and self Spread positive energy throughout your organization Rebound from tough times Decrease distractibility and frenzy Delegate and develop employees' initiative This collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."

Whether you are building your career as a manager by taking professional qualifications or you simply want to enhance your management skills this Instant Manager title, based on one of the six national occupational standards for managers, is exactly what you need! Including a fascinating interview with Sir John Tusa , who revitalised the Barbican Arts Centre, this is an inexpensive, concise but above all authoritative guide to getting results. Based on ten key questions, each chapter ends with a summary and action checklist to crystallise what you have learnt. The portable format allows you to carry the book wherever you go and to fit learning and development into your busy work life.

Whether you are building your career as a manager by taking professional qualifications or you simply want to enhance your management skills this Instant Manager title, based on one of the six UK national occupational standards for managers, is exactly what you need! Including a fascinating interview with Dianne Thompson CBE, head of Camelot, this is an inexpensive, concise but above all authoritative guide to getting results, particularly in the key areas of finance and sustainability. Based on ten key questions, each chapter ends with a summary and action checklist to crystallise what you have learnt. The portable format allows you to carry the book wherever you go and to fit learning and development into your busy work life

Professional success, more often than not, means becoming a manager. Yet nobody prepared you for having to deal with messy tidbits like emotions, conflicts, and personalities—all while achieving ever-greater goals and meeting ever-looming deadlines. Not exactly what you had in mind, is it? Don't panic. Devora Zack has the tools to help you succeed and even thrive as a manager. Drawing on the Myers-Briggs Type Indicator, Zack introduces two primary management styles—thinkers and feelers—and guides you in developing a management style that fits who you really are. She takes you through a host of potentially difficult situations, showing how this new way of understanding yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Her enlightening examples, helpful exercises, and lifesaving tips make this book the new go-to guide for all those managers looking to love their jobs again.

"The Instant Manager has helped thousands of readers hone the skills and fundamental competencies critical to managerial success. Now in an expanded edition, the book reflects new business realities, giving experienced and novice managers alike the tools and information they need. With much of the material presented in bulleted lists or as quick tips, the book provides instant access to practical advice on subjects such as: * Teambuilding * Leadership * Performance improvement * Conflict management * Written and oral communication * Creative problem-solving * Goal-setting * Decision-making * Motivation * Interviewing and hiring * And many others Read cover-to-cover as a primer or on the job as a daily problem-solver, The Instant Manager helps readers maximize team productivity, drive results, and take charge of their own careers."

In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

Named one of "10 Management Classics for 2022" by Thinkers50 Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to lead it—and with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.