Page 199 - HBR's 10 Must Reads for New Managers

INDEX

decision making style, 127–128 empowerment, 158–159
delegation, 36–40, 147, 158–159, 174 energy, 22
dependability, 118, 130 enterprise leadership, 165–179
difficult conversations, 47–48 ethics, 77–78
diplomat, vs. warrior, 169, 176–177 exclusive information, 65, 76
direct reports. See employees; experimentation, 109
subordinates expertise, 73–74, 77
discretionary time, 151–152, expert opinions, 72–73
156–157 external stakeholders, 172
diverse role models, 109–110
drop-by meetings, 42
Drucker, Peter, 127 feedback
constructive, 39, 46–48
negative, 106, 108
emergencies, responding to, 44–45 focus, 23
emotional intelligence, 79–99 friendliness, 97
components of, 81, 82–84 functional leaders, 169
empathy and, 81, 83, 84, 86–87,
94–97
evaluating, 80–81, 85 generalists, 166–169
learning, 86–87 gift giving, 67
motivation and, 81, 82, 84, 92–94 globalization, 96
performance and, 85 goals
self-awareness and, 81, 82, 84, 85, vs. activities, 45–46
88–89 of boss, 121–122
self-regulation and, 81, 82, 84, performance, 110–111
89–92 Goffman, Erving, 52–53
social skill and, 81, 83, 84, 97–99 group dynamics, 32
strengthening your, 83
emotional messages, 105–106
emotions, 89–90 high-intensity workplaces
empathy, 81, 83, 84, 86–87, 94–97 acceptance strategy for, 51–52, 57
employees managing, 49–59
empowerment of, 158–159 passing strategy for, 52–54, 57
as ideal workers, 49–59 revealing strategy for, 54–55, 57
minimizing time-based rewards high self-monitors, 104, 110
for, 58–59 honesty, 118, 130
personal lives of, 49–50, 52, humor, 88
56–59
problems brought by, 151–163
skill development in, 154 ideal workers, 49–59
See also subordinates ideas, selling your, 105–106

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