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For all managers making a leadership transition, it is critical to engage with the new role rapidly to permit a seamless changeover and to ensure that staff remain engaged and focused. This handy guide provides you with the structure and guidance you need to minimise disruption and maximise performance during the crucial first 100 days. Written by Peter Fischer, an industrial psychologist and psychotherapist, the book provides you with tried and tested models and self-assessment techniques which allow you to manage expectations, build key relationships and drive through change during your first three months in charge. The first part of the book deals with the common problems faced by new managers in the early days of a new post, shows the right questions to ask and also provides really helpful advice on issues such as how to deal with a disappointed contender. The second part of the book looks at the problems faced by new appointees in different scenarios, including: internal promotion; external hire; big predecessor and little successor, the young high-potential manager and the overseas assignment. If you are a new manager, no matter the circumstances of your appointment, this book identifies all the problems you are likely to face, shows you how to deal with them, and allows you to hit the ground running in your new role.
Any organization, no matter how stolid, may be unsettled by the news that a new boss is about to take over. Talk in the hallways increases, staff worry about their jobs, uncertainty grows. Even when the change has happened, problems emerge when the boss who was hired to manage “from above” has to learn about the organization “from below.” In this book, Niklas Luhmann scrutinizes the relationship and shows how it is stretched to its limit by communication difficulties, demands for self-presentation, and disagreements concerning fundamental values. Many of the tensions crystallize around the question “who has the power?” It isn’t necessarily the boss, provided the employees are well versed in the art of directing their superiors. “Subtervision” is Luhmann’s term for this state of affairs, and tact is the most important means to this end. Yet caution is advised: whoever achieves mastery in subtervision may well become the new boss. This slim and thought-provoking book from one of the most influential sociologists of the twentieth century will be of great interest to anyone seeking to understand the dynamics and machinations of the workplace.
He’s quirky, but irresistible. Eccentric CEO Mason Talbot may be missing a few social skills, but when he meets his alluring new lawyer Camilla, he turns on the charm. Well, his kind of charm.... She’s a good girl...with a wild side. An affair with the boss, a plane crash and getting stranded in the freezing wilds, makes Camilla’s first day on the job unforgettable. Now all she needs to do is survive the rest. A new job, a new love...a new life. But while she’s tempting the boss, will she also be testing herself? Each book in the Sleeping with the Enemy series is a standalone, full-length story that can be enjoyed out of order. Series Order: Book #1 Tempting the CEO Book #2 Tempting the Corporate Spy Book #3 Tempting the New Boss
The complete, easy-to-follow handbook for newly appointed leaders. How do you cope if you are new to your management position? How do you lead well? What principles must you apply? You need help and you need it fast! This simple book will: provide you with all the necessary leadership principles to enable you to face your own unique challenges in leading your team; advise you on how to get the best out of your staff, as well as out of yourself; and equip you with the necessary skills to not only manage, but to lead. In this book, written by an author with years of experience in management, you will find solutions to typical workplace challenges through practical examples of what other leaders have faced in similar situations. As you work through daily issues in 52 easily accessible steps, you will build leadership skills in a concrete and lasting way. At the end of each chapter there are reflection questions to help you identify your current leadership approach. Whether you read it from beginning to end or dip into it as problems or queries arise, The New Manager will make your journey as a new leader exciting and allow you to prosper in every challenge.
The New Leader's 100-Day Action Plan, and the included downloadable forms, has proven itself to be a valuable resource for new leaders in any organization. This revision includes 40% new material and updates -- including new and updated downloadable forms -- with new chapters on: * A new chapter on POSITIONING yourself for a leadership role * A new chapter on what to do AFTER THE FIRST 100 DAYS * A new chapter on getting PROMOTED FROM WITHIN and what to do then
A revised and updated omnibus edition of Jeffrey Fox's three classic business bestsellers, including a foreword and two brand new chapters! For years, business leaders, marketers, salespeople, and entrepreneurs have learned from and relied on the bestselling advice of Jeffrey J. Fox. Now his three most popular works, How to Become a Rainmaker, How to Become CEO, and How to Become a Great Boss, appear fully revised and updated for the first time together. A terrific resource for anyone looking to distinguish themselves in sales—be it books, cars, or real estate—How to Become a Rainmaker offers the opportunity to rise above the competition in any company, in any field. Filled with smart tips given in the Fox signature style, counter-intuitive, controversial, and practiced, this hard-hitting collection of sales advice shows readers how to woo, pursue, and finally win any customer. How to Become CEO teaches anyone how to climb the corporate ladder. Vision, persistence, integrity, and respect for everyone in the workplace—these are all qualities of successful leaders. And Fox brings specific and actionable tips for exemplifying them: never write a nasty memo, skip all office parties, and overpay your people. If you're looking to get to the top, this book is the place to start. If you're a boss, or hope to become one, or have a less-than-great boss, How to Become a Great Boss can change your career—and your life. With surprising and useful advice on how to handle the tough stuff—from having to fire a long-time employee to being a new boss with a demoralized team—the stories, observations, and advice contained in this gem of a book will set your feet in the right direction.
Who are the bosses? How do they come to power? What are their preferences? How brutal can they be? What have they got to do with a sense of humour? What do bosses do in times of danger? What justice is there to expect from the boss? Who are the subordinates? How can the subordinates survive the bosses? And what has spirit and soul got to do with power play? What are the dangers of body language in the world of the bosses? Where are the answers? They are in The Laws of the Bosses. This book is an impressive illustration of power display by bosses who make their own laws and live by them. The book contains over seventy true-life accounts of power, highlighting the intrigues of several bosses from all walks of life and from all parts of the world.
First-time leaders get motivational and planning tools from top executive coaching firms The First-Time Leader provides basic frameworks, processes, and tools to help first-time leaders and their teams deliver better results faster. Leading is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Authors George Bradt, Managing Director of PrimeGenesis, and Gillian Davis, Managing Director of AlanKey, show how to achieve these results through the BRAVE acronym: Behaviors, Relationships, Attitudes, Values, Environment. Learn the three stages of team development, and get advice for specific leadership situations including onboarding yourself, onboarding others, and crisis management. Offers a way of thinking about leadership and a structure for action to help first-time leaders lead at both overall conceptual and tactical levels Includes downloadable tools that are easily adaptable for each leader's specific context Contains illustrative examples and stories from a range of experienced leaders and experts to help guide first-time leaders through things they may not have experienced themselves The First-Time Leader shows new leaders what to do next, later, never, why, and how. It's an indispensible guide for stepping up and inspiring others to come together for success.
Got a spirit-crushing boss? Well so does Lauren Johnson - five of them. Based on true stories of bosses' political maneuverings and workers under siege, The Boss tells Lauren's story - a talented but naive professional struggling under a self-serving, insensitive boss who undermines her at every turn. And working around her boss doesn't help - most of the company execs are ineffective in their own right. Lauren just wants to get her job done, but every manager throws up one more needless hurdle. Disturbing, amusing, and wry, the story progresses as Lauren is forced to upwardly manage the brownnoser, the backstabber, the micromanager, the passive-aggressive, the bully, and the idea stealer. Forced into a final decision, Lauren must fight back or have her spirit crushed.
The author will try to show that there can be significant gains to these new trends and strategically recommend a different approach to effectively managing diversity in a culturally diverse workforce by understanding how to manage and support your boss from the bottom without losing their trust. The author will further explain how companies with a diverse workforce have the potential to reach out and grow in a broader market and to attract the best people, across cultural and national boundaries. This book will further analyse the culture shock phenomenon and culture conflict in international business arena and recommend the way forward. Individuals will learn how to manage and lead from bottom-up in a society where top-down leadership is the norms and show how to gain your boss, colleagues trust in the workplace without compromising ethics. Larry Jones-Esan