sehr empfehlenswert
Ein gelungenes kleines Büchlein, mit kleinen Tipps und dem wichtigsten Rüstzeug, wenn man eine (erste) Führungsposition erhält.
Es kann vielen Menschen passieren, plötzlich und ohne Vorbereitung ist man 'in charge' und muss ein Team, Projekt, oder sonst eine Gruppe von Menschen führen. Das Buch will ein Erste-Hilfe-Kasten sein, die erste Zeit zu überstehen.
Who gets called to accidental leadership? Just about anyone.
Introduction: What's an Accidental Leader?
Part One: Managing Oneself.
Three ways to cope with leader's anxiety.
1. Coming to Terms with Responsibility.
Three steps to establish where you are and where you need to be.
2. The First Day.
Seven things you need to learn about your team members and they need to know about you and two warnings.
3. Meeting the Team.
Ten ways to feel better about your leadership.
4. Deciding What Kind of Leader to Be.
Eight things you can do to negotiate your own learning curve.
5. Becoming a Quick Study.
Four tough questions you need to ask yourself.
6. The Perfect Person for the Job.
Part Two: Managing the Technical Side.
Five things to spend at least a week learning about.
7. What They Expect You to Know, and What You'd Better Figure Out on Your Own.
Five measures of planning success.
8. Planning to Succeed.
Six stages of bringing an idea to completion.
9. How a Little Orderliness Can Extend Your Shelf Life.
Nine things you can do to bring people into your circle.
10. Who You Can Turn To.
Seven ways to get out of the box, and stay out.
11. Set Fire to Your Credenza.
Six ways to create a learning environment.
12. Leading by Learning.
Part Three: Managing People.
Six things to remember when your team is hovering on the brink of dysfunction,
13. Living with Teams,
Five rules for successful succession,
14. Packing Up Your Predecessor,
Seven truths about effective team process,
15. The Right (and Wrong) Way to Make Up Your Mind,
Ten el-cheapo ways to motivate people.
16. Motivating People.
Five ways to effect change in the face of resistance.
17. Locating the Levers of Change.
Nine ways to break an ice-jam in negotiations.
18. Learning to Negotiate.
Four kinds of people, and how to work with each.
19. Dealing with Other People.
Three ways to give people information so it is real to them.
20. How to Give Feedback.
Three ways to make empowerment work and make your team bless you.
21. Set Limits to Freedom.
Five rules for dealing with conflict.
22. The Importance of Being Frank.
Five broad characterizations of the working generations.
23. Bridging the Age Gap.
Four of the worst and six of the best ways to communicate bad news.
24. How to Discipline and Fire.
Nine parting shots of managerial wisdom.
25. Confession and Conclusion.
Appendix: Best Books.
Acknowledgments.
The Authors.
Index.
Die ersten Kapitel sind sehr reisserisch formuliert, ziemlich plakativ. Danach wird der Text weniger emotional und letztlich auch interessanter.
Viele Menschen kommen unverhofft in die Situation, plötzlich 'führen' oder 'leiten' zu müssen. Viele begehen dann vermeidbare Fehler, andere haben schlicht Glück. Das Buch will helfen, Fehler zu vermeiden und die Aufgabe dann auch zu packen. Es gibt Hilfestellung zur eigenen Positionsbestimmung, Hilfsmittel zur Organisation und zu den verschiedenen Menschentypen bzw. wie man mit ihnen umgeht.
Ein schönes Kondensat der Tipps und Tricks, die auch in Führungsseminaren vermittelt werden. Das Buch ist knapp und somit schnell gelesen, wirklich lesenswert -- nicht nur für 'Accental Leader' sondern auch andere. Die Essenz ist, meiner Ansicht nach, der fundamentale Unterschied zwischen Manager/Verwalter und Leader/Führer(Leiter).
Harvey Robbins, Michael Finley
2003, Jossey-Bass, ISBN: 0-7879-6855-2, 208 Seiten
Amazon: http://www.amazon.de/exec/obidos/ASIN/0787968552
Verlag: http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787968552,descCd-description.html
Leader, Manager, Doers, Thinkers, Socials, Creatives
11-Dec-2004