The New Manager

• Being responsible for a team: what is expected of a manager
• Know yourself better as a manager
• Organize and follow up the activity of your team
• Accompanying, following and empowering your employees
• Encourage individual and collective involvement
• Dealing with conflicts and problems within the team
• Dealing with specific situations
• Managerial progression plan

Introduction

1. A Note About How I Learned

The Daily Practices of Leadership

1. Being Collaborative
2. Steady As You Go
3. Eyes On the Road
4. Speaking Up
5. Institutionalized
6. Snap Out of It
7. Taking Criticism
8. Giving Credit Away
9. Managing Things Away from People
10. Creating Opportunities for Others

Learning as a Habit

1. Leaving Your Ego Out of It
2. Learning to Succeed, Not to Embrace Failure
3. Repeated Failure Gets You Nowhere

Skill Equals Perspective

1. Upside of Overlap
2. Be Replaceable
3. T-Shaped People

The What Over the How

1. Tools, Not Processes
2. Improvising
3. Public Perception

Saying It with Purpose

1. Framework for Thinking
2. On Writing Well
3. Enabling Comprehension
4. Mapping Your Message to Their Concern

Becoming Convincing

1. Listening
2. Asking
3. Restating
4. Educating
5. Presenting

a. Holding the Questions
b. Backing It Up
c. Do What You Can

Being Unreasonable

1. The Advantage of High Standards

a. High Standards Lead to Prowess
b. High Standards Make You More Persuasive
c. High Standards Lead to People

The Philosophy It All Adds Up To