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Download e-book Leading and Managing Engineering and Technology—Book 4: What It Takes To Be A Manager-Leader

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Using real-life anecdotes and research, Pink walks readers through each of these three concepts and why they're absolutely crucial in the business world.

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Among the tips he offers for motivating high performance: Set clear expectations, offer praise and recognition, and show people you care about them. It's a compelling read that will make the transition from managing yourself to managing others that much easier. As you transition into people management, this book will help you anticipate the psychological stumbling blocks you and your team will encounter, and give you scientific strategies for overcoming them.

Overall, the book is a reminder that, in order to lead your team to greatness, you'll have to step outside your comfort zone.

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Eighty years after its initial publication, this book is still a bestseller. Carnegie's advice focuses on maximizing your interactions with other people --something that will be crucial to your success as a leader and in life generally. Lihat eBuku. CRC Press Amazon. CRC Press , 25 Nov - halaman. Halaman terpilih Daftar Isi. Isi Preface to the Second Edition. The Functions of Engineering Management. Engineering Leadership in the New Millennium.

Management Resources Archives - IEEE-USA

Creativity and Innovation. Engineering Management in the New Millennium. Business Essentials for Engineering Managers. Having one on ones, listening, coaching. The effectiveness of the team, and the ultimate value they produce, starts with the team members themselves not their work. Back in your days as an individual contributor, as a builder, it was easy to quantify your output, your value.

Effective project leadership

And those commits have your name on them. But now much of your impact is seen in 2nd order effects. Adding to this confusion is the fact that your work is no longer neatly defined by well prescribed tasks. And so, as a new manager, you tend to grasp the few concrete tasks you have and use those to get a feeling of accomplishment, of adding value, and likely over-inflating the actual worth of that work. In truth, your work is reflected in the work of the team. Having them accomplish their goals is your goal. Your value is ultimately measured by their success.

Focus on the team and whatever is needed to help them succeed. Do you have clear expectations in your head about what you need from your team? From each individual? Have you actually told them? That we share the same discipline, motivations and reasoning. And this leads to many assumptions.

If you and I are both looking at the same set of work with the same information, then naturally, we should come to similar conclusions about how and when that work gets done. So we hand out assignments with some amount of information but with unstated and assumed expectations.


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And you know what they say happens when you assume. When tasks are assigned or work is delegated, make sure it includes the assumptions and expectations.

Product Leadership Pillar #1: Soft Skills

This can be very demotivating and demoralizing to the team. And if you are unsure what your expectations are, then spend the time to go deep with yourself and figure it out. You are given deadlines that are impossible, expected to hit deliverables that you never agreed to.

What did you think of your boss? Your boss is looking great now and just keeps making those big promises. You know what they say, shit rolls downhill, but to the best of your ability that needs to stop with you. You need to protect the team.

So how do you do this? Buy a bit of time and get your team involved in making the commitment. As much as possible, you want to lay out the bigger picture for the team and let them connect. Why is this important to the company? How are the customers being impacted?