Bss Manage Your Boss

Unless you are CEO then you, along with everyone else in an organisation, , will have a boss. But as we all know, bosses can be from hell! Assuming things are not that bad, realistically your job is not to do as you are told and keep your head down. It is to work towards a situation where the relationship and way of working between the two of you benefits both; and to do so actively. This book is designed to help you make that happen. It will enable you to create a relationship with your boss as something that can potentially help you do a good job and to meet specific job objectives. Moreover, you do not succeed just by working for a boss; you must also work with your boss. The book provides advice and tips on collaborating and working in parallel with your boss.

The key to improving your work life is not in your job itself but in your relationship with your boss. Employers and employees have a long history of creating patterns of communication (or non-communication, as the case so often is) that leave little room for innovation . . . or enthusiasm. Christopher Hegarty, a management consultant to 400 of the Fortune 500 companies, offers you proven strategies for evaluating yourself. your boss, and your job in a way that is calculated to dramatically improve your work life.

Why is it that effective action is so often difficult to take? How do you make it work when you do take it? Human nature tends to make action difficult – or make it more likely to be delayed or be done half-heartedly (with subsequent negative impact on results). There are so many unpleasant issues to be faced, such as firing people or dealing with poor or unacceptable behaviour and performance; tackling sensitive issues such as bullying and discrimination; and handling awkward or embarrassing situations like networking or prospecting. Too often, managers and others find themselves in the ‘discomfort zone’ with no chance of avoiding involvement and every wish to steer clear of the unpleasantness. This book faces these difficulties head-on and offers a wealth of excellent advice about reducing the discomfort, taking the right action and increasing the result. The key is to recognise the problem of inaction or avoidance, and to put yourself in the discomfort zone on a regular basis.

Like many things in life, becoming a great manager is in fact a simple process – if only we knew how and changed our current habits. The authors in this book have identified 15 fundamental principles that are exhibited by great managers and which can easily be followed by mere mortals when they have something or somebody to manage. These fundamentals derive from the real experience of successful managers. One by one, the fundamentals are described and illustrative examples given of their use, especially in relation to what great managers do and importantly what bad managers fail to do. The objective is to give the reader a clear understanding of the meaning and importance of each fundamental. Stories, proverbs and aphorisms that will help the reader remember and apply these fundamentals are also included.

Time is a resource like any other. Using your time effectively can transform your personal productivity and determine your level of success. Moreover, it can change your level of job satisfaction and confidence. This book provides a practical framework to help anyone manage their time better at work. The principles of good time management are not complex, but having the right kind of attitude to the process can make a big difference in your efforts to get on top of your work. This book also inspires and shows you how to adopt certain mental attitudes and thinking towards your working day and the tasks facing you.

The relationship between you and your boss is important in determining your success at work. However, having a good relationship isn’t just a matter of lucking out with the right boss. It takes a focused effort by both parties to forge a strong working relationship that achieves results. Just as it’s your boss’s job to manage you, it’s up to you to manage your boss. By taking an active role in managing your boss, you can decrease misunderstandings, improve day-to-day communication, and become even more successful in meeting the needs of your boss and your organization.

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 jobs Shatters previously held beliefs about how employees should manage up Outlines 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.

Nearly everyone has thought about starting up their own business at one time or another. Working for other people is no longer the only option that we have these days. But what does it really take to become an entrepreneur? Combining genuinely practical advice with an easily digestible format, Rob Yeung guides you through the things you need to know in order to set up on your own. You don’t have to do something entirely new, you could just do it better, and this book shows you how to get motivated, make a business plan and sell your product quickly and effectively.