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�Practical, concise and full of tips that every manager needs to know, The Financial Times Guide to Management provides a powerful guide for leaders at every level.’

Arianna Huffington, Chairman, President and Editor-in-Chief, The Huffington Post Media Group

 

�This is clear, encouraging and packed with good sense – just like its author. A winner.’

 Eleanor Mills, Editorial Director, The Sunday Times

 

�Amidst the myriad of books on leadership, this guide presents an unusually concrete, comprehensive and practical set of principles and learnings for managers at every level.’

John Pepper, Former CEO & Chairman P&G; Former Chairman Walt Disney

 

From motivating a team and developing star talent to controlling budgets and fostering innovation, The Financial Times Guide to Management is your authoritative guide to becoming an effective manager.

 

Full of practical tips and advice, this defi nitive handbook offers

solutions to the everyday challenges of:

 

• Managing yourself

 

• Developing communication skills and emotional intelligence

 

• Managing others

 

• Setting strategic direction

 

• Managing change

 

• Managing money, resources and technology

 

There is also on-the-ground advice from the executive frontline,

with insights from leaders including Paul Polman (CEO, Unilever),

Steve Marshall (Chairman, Balfour Beatty) and Cilla Snowball

(Chairman and CEO, AMV BBDO).

 

Whether you’re a new team leader or an experienced director,

this book contains everything you need to know to become an

outstanding manager.

Financial Times Guide to Management, The: How to be a Manager Who Makes a Difference and Gets Results

Introduction: What is Management?

 

Part I: Managing Yourself

Chapter 1: What kind of manager are you?

Chapter 2: Getting things done

Chapter 3: Managing your career

 

Part II: Developing Skills That Make a Difference

Chapter 4: Communicating well

Chapter 5: Understanding others (emotional intelligence)

 

Part III: Managing Others

Chapter 6: Coaching, motivating and developing others

Chapter 7: Hiring firing and reshaping talent

Chapter 8: How to engage, evaluate and align employees

Chapter 9: Performing teams and productive meetings

 

Part IV: Setting Direction and Achieving Results

Chapter 10: Setting a strategy

Chapter 11: Making strategy actionable

Chapter 12: Creating cultures that work

Chapter 13: Getting results and how to measure them

 

Part V: Managing Change

Chapter 14: How to manage change

Chapter 15: Designing and delivering innovation

Chapter 16: Managing stakeholders, with customers at the centre

 

Part VI: Managing Money, Resources and Technology

Chapter 17: Project management basics

Chapter 18: Managing budgets and other financials

Chapter 19: Understanding Digital and Big Data

 

Advice from the Frontline

Chapter 20: The Last Word – views from the front line

Appendix

A Guide to the Gurus