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My first impression about the title is that the book will discuss how you can be a leader in your organization. It does not appear geared to managers who are in the upper ranks but more on managers in the front line.
About the Author:
Hal Pitt CEO and founder of Hal Pitt Seminars a training and consulting company based in Colorado. This company has existed since 2000.
He is also the author of three other management books.
- The Number One Secrets of Successful Managers: Everything You Need to Know about Managing Others
- Best Kept Secrets of Successful Managers: How to Get People to Do Their Jobs
About the Book:
The book is a glossy, colored, paperback quality white print. 162 pages. ISBN 978-1-929874-86-6 and published by SkillPath Publications.
The author organized the book into short chapters that deal with one concept or issue first.
The title of each topic starts with “The Number One”. The number one Job of a Manager, the number one job of an employee, the number on attitude and so forth. Exercises and cases, which he calls “Case in Point” help the reader apply the concepts, and suggestions are available throughout each chapters.
The book begins by explaining the number one job of a manager and the employees he manages. Each chapter builds on the simple theories discussed in the previous chapters. I found this approach to be easy to grasp and understand. The book is a hodgepodge of leadership concepts and theories all summarized and explained uneasy to understand format. With examples to boot. This made me think maybe even I, a non-manager could apply these techniques.
Hal Pitt makes it clear you do not have to be a manager to benefit. And everybody can be a leader in their own small world. He also explains how employees and the business benefit when everybody is a leader. To be clear, he does not say everyone can be managerial material, but that everyone be given a fair chance to be a leader.
The book introduces none new management or employee encouragement theory but does a good job at breaking down and simplifying each. He also puts forward that in today’s competitive environment, it is no longer enough to have satisfied customers; we need to strive for delighted customers. And the goal of a manager is to develop a critical mass of leaders in his team they can function without him. Finally, he also quotes lessons from other management authors like Stephen Covey of 7 Habits of Highly Effective People, or Ken Blanchard, author of The Heart of the Leader.
I’ve learned a few acronyms along the way:
MBWA– Management By Walking Around helps a manager learn his employees strengths and weaknesses so he can give effective coaching a feedback.
D.E.O. – Delegate, Empower, Give Ownership. This increases employee engagement, satisfaction and encourages personal growth and development.
WIIFM – What’s in it for me. A strategy for influencing employees to work with the team.
Because of the way they organize the book, it is possible for you to skip chapters you feel you don’t need and just go straight to the ones you need.
I recommend reading the book in its entirety at least once. Then it can be a quick reference.
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