The First-Time Manager's Guide to Performance Appraisals Review

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(More customer reviews)Using Diane Arthur's methods, you'll be able to turn an experience that both managers and employees often dread into a positive and constructive exchange. Her writing style is clear, concise and focused; she gets her points across with bulleted lists, sample forms and a list of 70 tips scattered throughout the book and then summarized in an appendix. getAbstract proposes Arthur's healthy focus on coaching, counseling and future development to new human resource managers and supervisors who must conduct regular performance appraisals.

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Conducting performance appraisals can be a daunting prospect, especially for new managers. With the same brand of accessible and sage advice readers have come to rely on from "The First-Time Manager", this helpful guide provides straightforward, useful information that will enable anyone to take on this important task with confidence and skill.Filled with ready-to-use tools including sample dialogues, phrases, and documents, as well as plenty of useful tips, "The First-Time Manager's Guide to Performance Appraisals" shows readers how to: review an employee's past performance; prepare for the face-to-face meeting; assess how successful the employee has been at meeting goals; set new objectives; help develop career plans; evaluate performers at every level; understand the importance of coaching and counseling throughout the year; write up the appraisal and use ratings; and, follow up effectively. This book is an essential resource for managers who want to get the most from the performance appraisal process ...and from their people.

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Survive Your Promotion The 90 Day Success Plan for New Managers Review

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(More customer reviews)If you've worked your way up through the ranks to your first management position, Katy Tynan's new book, "Survive your Promotion: The 90 Day Success Plan for New Managers," is for you. It's a clear no nonsense guide for success. You'll find the book is light on management theory and heavy on nuts and bolts. Additionally, if your company's culture includes promoting from within, put this book on your must read list.
Surviving your promotion is laid out in 5 parts: Motivation, Mindset, Method, Measurement, and Momentum. Don't you love alliteration?
The meat of the book is in Part 3 where Katy maps out monthly strategies for success. Month one is get to know your internal team. Month two focuses on success strategies with customers and vendors. And finally, month three explains vision and goal setting.

Parts 4 and 5 are a surprising value to the book. She covers things like conducting performance reviews, hiring, dealing with conflict and more.
Finally, the end of the book has several pages of print and internet resources for those needing more information.
Katy communicates ideas like:
* Management is about people.
* Building relationships with your team enhances your ability to retain high performers.
* Don't expect to succeed as a manager like you did as an individual.
* Use the IROD framework for meetings. (Issues, Results, Options, Decisions)
I read this book in three settings and I'm glad it's on my shelf. I give it two thumbs up as a practical roadmap to success for newly promoted managers.

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The First-Time Manager's Guide to Team Building Review

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(More customer reviews)The first time I do things I often feel like a kid trying to work a puzzle wearing mittens. There is so much to do in just getting the basics right that the more refined notions really get in the way more than they help. Yet, so often, the skilled person feels the need to communicate more than the beginner can handle because the information matters. And it does matter, just not the first time you are doing something.
This hand little book helps someone who is new at managing AND new to leading a team the basic information they need to be successful. Gary Topchick helps the reader understand the four basic types of teams there are (really three) and what is different about managing a team than being a member. This is important because teams are participatory and leadership tends to follow the expertise needed at the moment, however there is one person who has to keep things together and moving along.
Topchick also advocate semi-annual team building off-site meetings. These are not for catching up on the project, but are to be devoted to activities to build team rapport and trust. He provides some suggested activities suited to that purpose, as well.
A good, basic book that is well suited to the first time manager trying to get a handle on team management.
Reviewed by Craig Matteson, Ann Arbor, MI


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This new offering from management expert Gary S. Topchik, coauthor of "The First-Time Manager, 5th Ed.", covers the basics of team building, giving novice managers all the activities and information they need to achieve team-building success. From making the transition from team member to team leader, to holding team members accountable, to managing challenging situations and resolving conflict, "The First-Time Manager's Guide to Team Building" shows readers how their own management style can influence how successful their teams become.

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How To Say It for First-Time Managers: Winning Words and Strategies for Earning Your Team's Confidence Review

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(More customer reviews)Managers must be able to communicate with their employees. However, new supervisors generally do not get promoted on the basis of their communication skills. The executives who promote them assume, often mistakenly, that terrific salespeople or bookkeepers magically will become strong communicators. If newly appointed managers can't communicate their ideas, directions and instructions, the areas they supervise will fall apart. Jack Griffin's valuable book on communication for novice managers dictates what they need to say and how and when they need to say it. He suggests the best words to use and those to avoid, and even the body language inexperienced managers should adopt. getAbstract finds this book insightful, informative and comprehensive, filled with useful tips and techniques that will benefit anyone who wants to communicate.

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Manager Mechanics: People Skills for First-Time Managers (Capital Business) Review

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(More customer reviews)After reading a quick snippet on Eric's book in the paper, we ordered a copy to preview for possible use. I am the Dean of Students for a Quick-Service restaurant company with 100+ stores. We are always on the look out for books to use in courses or even just to add to our "Suggested Reading List."
Eric's book is a quick read that gives a bird's eye view to new managers. This book would be helpful for people who are just kicking off their career and need a quick reference guide on what to expect.
The book is written with humor and insight that makes it enjoyable.
Having this on the shelf of a new manager's office alongside some deeper reference guides and a Rolodex for the suggested resources.
As a member of HR, I think Eric did a good job at pointing out how helpful that resource can be with dealing with employee concerns.

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In a fun, fast, accessible format--Manager Mechanics serves as both "mentor" and guide for newly minted managers who find themselves confronted with a wide-range of questions from how to hire and fire, to how to manage friends and balance budgets. Manager Mechanics comes to the rescue by giving first-timers the practical knowledge and political insights they need to perform successfully in their new management role, with a particular focus on people skills and good judgment. New and seasoned managers will gain techniques and proven approaches for leading their teams, hiring top talent, navigating company politics, avoiding career-limiting mistakes, and producing high-quality, well-planned results. The "Key Points" sections at the end of each chapter summarize the most critical skills and solidify the manager's fresh knowledge.

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The First-Time Manager Review

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(More customer reviews)Many rookie managers feel like imposters until they grow into their jobs, but if you are scaling that learning curve, help has arrived. Authors Loren B. Belker and Gary S. Topchik provide managerial coaching for new occupants of corner offices (or, at least, of cubes with windows). The text provides novice managers with concrete examples, solid discussions, helpful suggestions and insights on a wide menu of corporate challenges. Although the book is redundant in spots, and needs more extensive chapter summaries, it is a terrific tutorial for managers. We recommend this book to everyone in managerial slots, especially those who just arrived.

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