The Manager's Oracle

Many aspiring, as well as experienced, leader/managers would have a hard time guiding their teams through the first signs of trouble. In fact, through no fault of their own, most new managers would not even know where to begin. That's why many quickly fail. "The Manager's Oracle: 125 Key Lessons Nobody Ever Taught You About Leading and Managing," is meant to serve as a new manag-er's personal mentor. This book is, loaded with potent. proven strategies that will work beginning the...
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Many aspiring, as well as experienced, leader/managers would have a hard time guiding their teams through the first signs of trouble. In fact, through no fault of their own, most new managers would not even know where to begin. That's why many quickly fail. "The Manager's Oracle: 125 Key Lessons Nobody Ever Taught You About Leading and Managing," is meant to serve as a new manag-er's personal mentor. This book is, loaded with potent. proven strategies that will work beginning the first day on the job. "Oracle" identifies four fundamental areas that all new leader/managers need to understand: 1. Managing your own activities and personal resources; 2. Managing the boss; 3. Managing staff; and 4. Leading! The book's text includes many unambiguous examples and easy-to-understand management lessons, as well as four robust and valuable appendices: 1. A chapter-by-chapter recap of the 125 crucial lessons discussed; 2. A table of the 42 example management/leadership situations that are distributed throughout the book; 3. Three complete policy samples a new manager can use as models to develop his or her own tailored team policies; 4. An abbreviated manager's quick tool-box. According to the U.S. Bureau of Labor Statistics, as of 2008 there were approximately 8.8 million managers toiling away in the United States. That number was expected by the Bureau to grow to 9.7 million by 2018, (reflecting approximately 90,000 new manage-ment jobs) or about 1,730 new managers entering the field each week! (Of course, the nation's financial troubles beginning in 2008 may somewhat modify this prediction; nevertheless, lots of new jobs will surely open themselves to new leader managers in the coming years.) Further, whatever the weekly newly-hired or promoted total happens to be, that 1,730/week number probably does not include those managers who retire or who fail and have to be replaced. Truly, all new leader/managers have one thing in common: They absolutely need quick, helpful and reliable guidance on WHAT TO DO TO SUCCEED and, just as important, WHAT NOT TO DO TO AVOID STRIKING OUT as they start their leadership careers. Every single year, as far into the future as anyone can see, many thousands of new American managers will need the help they're going to find on every single page of "The Manager's Oracle." In just under 72,000 words, along with another 15,000 words of back matter and 21,000 words of very complete exercises (for textbook use), this book will help any new leader/manager learn important lessons before he or she ever has a chance to fail.