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    People Management: 3-in-1 Guide to Master Management Skills, Manager Training, Team Management & Manage Conflicts
    People Management: 3-in-1 Guide to Master Management Skills, Manager Training, Team Management & Manage Conflicts
    People Management: 3-in-1 Guide to Master Management Skills, Manager Training, Team Management & Manage Conflicts
    Ebook238 pages2 hoursLeadership Skills

    People Management: 3-in-1 Guide to Master Management Skills, Manager Training, Team Management & Manage Conflicts

    By Caden Burke

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    About this ebook

    People Management - 3 Manuscripts in 1 Book, Including: How to Manage People, How to Manage Conflicts and How to Be Charismatic

     

    1)

    HOW TO MANAGE PEOPLE:

    7 Easy Steps to Master Management Skills, Managing Difficult Employees, Delegation & Team Management.

     

    YOU WILL LEARN:

    •  &nb

    LanguageEnglish
    PublisherCaden Burke
    Release dateAug 22, 2023
    ISBN9781088276860
    People Management: 3-in-1 Guide to Master Management Skills, Manager Training, Team Management & Manage Conflicts

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      Book preview

      People Management - Caden Burke

      People Management

      3 Manuscripts in 1 Book, Including: How to Manage People, How to Manage Conflicts and How to Be Charismatic

      Caden Burke

      More by Caden Burke

      Discover all books from the Leadership Skills Series by Caden Burke at:

      bit.ly/caden-burke

      Book 1: How to Lead a Team

      Book 2: How to Manage People

      Book 3: How to Speak in Public

      Book 4: How to Communicate Effectively

      Book 5: How to Manage Conflicts

      Book 6: How to Build Teams

      Book 7: How to Be Charismatic

      Book 8: How to Facilitate Groups

      Themed book bundles available at discounted prices:

      bit.ly/caden-burke

      Copyright

      © Copyright by Caden Burke. All rights reserved.

      This document is geared towards providing exact and reliable information in regards to the topic and issue covered. The publication is sold with the idea that the publisher is not required to render accounting, officially permitted, or otherwise, qualified services. If advice is necessary, legal or professional, a practiced individual in the profession should be ordered.

      From a Declaration of Principles which was accepted and approved equally by a Committee of the American Bar Association and a Committee of Publishers and Associations.

      In no way is it legal to reproduce, duplicate, or transmit any part of this document in either electronic means or in printed format. Recording of this publication is strictly prohibited and any storage of this document is not allowed unless with written permission from the publisher. All rights reserved.

      The information provided herein is stated to be truthful and consistent, in that any liability, in terms of inattention or otherwise, by any usage or abuse of any policies, processes, or directions contained within is the solitary and utter responsibility of the recipient reader. Under no circumstances will any legal responsibility or blame be held against the publisher for any reparation, damages, or monetary loss due to the information herein, either directly or indirectly.

      Respective authors own all copyrights not held by the publisher.

      The information herein is offered for informational purposes solely, and is universal as so. The presentation of the information is without contract or any type of guarantee assurance.

      The trademarks that are used are without any consent, and the publication of the trademark is without permission or backing by the trademark owner. All trademarks and brands within this book are for clarifying purposes only and are the owned by the owners themselves, not affiliated with this document.

      Table of Contents

      People Management

      More by Caden Burke

      Copyright

      Table of Contents

      Book 1: How to Manage People

      Book 2: How to Manage Conflicts

      Book 3: How to Be Charismatic

      More by Caden Burke

      Book 1: How to Manage People

      7 Easy Steps to Master Management Skills, Managing Difficult Employees, Delegation & Team Management

      Caden Burke

      Table of Contents

      People Management

      More by Caden Burke

      Copyright

      Table of Contents

      Book 1: How to Manage People

      Table of Contents

      Introduction

      Chapter 1 - Step 1: Set Expectations

      Clarity

      Reasoning

      Creating an Environment for Success

      Measuring Your Expectations

      Being Available and Listening

      Chapter 2 - Step 2: Motivate Your People

      Let Them Know What Is Happening

      Understand Employee Pain Points

      Gamification

      Training and Development of Employees

      The Working Environment Matters

      Mix and Match

      Chapter 3 - Step 3: Continue to Develop Yourself and People

      Recognizing Potential

      Developing Your Employees

      Chapter 4 - Step 4: Be Honest with Your People

      The Cost of Dishonesty

      The Rewards of Honesty

      How You Can Demonstrate Integrity and Honesty

      Chapter 5 - Step 5: Encourage Feedback from Your People

      Ways to Encourage Feedback

      Chapter 6 - Step 6: Provide Constructive Feedback

      Benefits of Providing Constructive Feedback

      Pitfalls of Failing at Constructive Feedback

      The foundation for Constructive Feedback

      The Process for Providing Constructive Feedback

      Crafting the Constructive Feedback Content

      Timing Reviews

      Chapter 7 - Step 7: Celebrate Successes and Learn from Failures

      Success Sharing

      The process for Sharing Success Stories

      How to Celebrate Achievements

      Growing from Failure

      Fail Forward

      Conclusion

      Book 2: How to Manage Conflicts

      Table of Contents

      Introduction

      Chapter 1 - Step 1: Be Respectful to all Parties Involved

      Resolving Conflicts Effectively and with Respect

      Demonstrating Respect

      Why Is Respect Important

      Chapter 2 - Step 2: Change the Atmosphere

      Neutralizing Emotions

      Set Ground Rules

      Right Time and Place

      Chapter 3 - Step 3: Identify what the Conflict is

      Identifying Conflict

      Causes of Conflicts

      Minimizing Conflict

      Quick Tips

      Chapter 4 - Step 4: Understanding different Perspectives

      How Perspective Relates to Positive Outcomes

      Perceptual Shifting

      Chapter 5 - Step 5: Developing Solutions

      Define the Problem

      Analyze the Problem

      What are the Possibilities

      Compromise a Solution

      Implementing

      Evaluate

      Chapter 6 - Step 6: Implementing action plans

      What is an Action Plan?

      Planning the Action Plan

      Humans are Involved

      Just Right

      Tracking

      Chapter 7 - Step 7: Following Up After the Conflict

      Why Follow up?

      The Follow Up Process

      Leading the Follow-Up Meeting

      BONUS: Conflict Flow Outline

      Rules

      Process

      Conclusion

      Book 3: How to Be Charismatic

      Table of Contents

      Introduction

      Chapter 1 - Step 1: Work Your Body Language

      Tips for Exuding Charisma

      Chapter 2 - Step 2: Being Aware

      The Impact You Have on Others

      Embracing Weakness

      Strength Without Arrogance

      Acknowledge Limits

      Chapter 3 - Step 3: Being Passionate

      Why Is Passion Important to Charisma?

      How to Find Your Passion?

      Cultivating Your Passion

      Chapter 4 - Step 4: Being Inquisitive

      Drive for Knowledge

      Taking Initiative

      Welcome Innovation

      Solve the Problem

      Productivity

      Reawaking Your Curiosity

      Chapter 5 – Step 5: Being Positive

      Negative Thoughts Hold You Back

      Positive Thinking Projects You Forward

      Chapter 6 - Step 6: Being Authentic

      Be True

      Arrows Out – Think-In

      How You Treat People

      Live in the Moment

      Openness

      Chapter 7 - Step 7: Looking and Sounding the Part

      Looking Confident

      Sounding Confident

      Conclusion

      More by Caden Burke

      Introduction

      Welcome to "How to Manager People". By making the decision to start this guide, you have realized that you are ready to grow and develop the skills to drive your success into the future. One thing that is important to remember when becoming a manager or task with managing a group is that not all people are the same. Not every individual that reports to you will respond or work in the same way that you do.

      It is even possible that your job title does not even include the term manager, and there is still a good possibility that you have some type of management role within your company. One thing as the person in this role that you need to realize is that it is your employees that are making the vision a reality, and it is your role to guide and support them through the process. Being a great manager is about more than working hard to accomplish tasks. It is more than being effective and forcing employees to complete projects.

      As a manager, you will find that when you force employees into tasks or doing things a specific way, it can lead to habits that are not ideal for the company. It can lead to poor morale and high turnover. As a manager, you don’t only need to ensure the work is completed, but you need to find ways to inspire your employees and motivate them to complete the work. The days of simply because I said so no longer work with today’s workforce.

      Employees all have individual perspectives and want to know that their work is meaningful and that they matter to the organization. Furthermore, they want to know that they are working with and for people they can trust, that will support their goals and help to guide their careers.

      Within the sections of this guide, you will find seven steps to help guide you along the way. Each of these steps is full of actionable tasks and insight that will help you level up your management skills. These steps are merely a guide for you to select the bits and parts that will fit your management style and help your teams grow and be successful.

      There is more than enough wiggle room for you to add your own personal stamp. It is fundamental that as you grow, your team can grow. So be prepared and open-minded as you continue on your journey as a manager. Remember that the end reward of not only your personal success but your employee's success will provide a lasting impact on your career.

      Chapter 1 - Step 1: Set Expectations

      Over time there has been a shift in the workplace, and it has moved more from a goal setting to an expectation setting. This is where your leaders set the expectations for your performance rather than giving you goals to achieve. This shift has allowed managers the flexibility to change the goals as the business shifts.  To begin as a manager, touching base with your employees is key to their success. It is important to keep them informed of where they are and how their performance is coming.

      It should never be a surprise to an employee when they are being coached for poor performance. There should have been many conversations that led up to encouraging better performance and setting expectations for what that performance looks like. As a manager, you will set expectations in formal and informal ways throughout the year. This could be through check-ins or evaluation of completed tasks or accomplishments.

      As a manager, it is important to make sure that the expectations you set for your team are realistic. You can check your expectations by asking yourself these questions:

      What outcome do you anticipate the business to achieve?

      What will it take to accomplish?

      How long will it take to accomplish this outcome?

      How will success be measured?

      Are all of the before realistic?

      The ability to set expectations for your team is one that will drive your success and performance not only as individuals but also as a group. Next, let’s dive into setting those expectations realistically.

      Clarity

      The first part of setting expectations is making sure that they are clear. What you expect should be clearly defined and written down to express what you expect your employees to do. Part of your role as the manager is to define what success looks like, and you do that by laying it out exactly for your employees or team.

      Example: You are a manager of a service center, and you have an employee that needs to improve her customer satisfaction score. As the manager, you would direct her to stick to the pre-approved script and ideally involve a supervisor when she is confronted by a situation that she cannot support. If the employee fails to follow these steps, then she has not met your expectations.

      Reasoning

      The next part of setting expectations for employees is telling them why. When a person knows the reason behind what they are doing has an impact on something else, they are more likely to follow the expectations. This would include explaining to them where they fit in the overall organization. Why their role is important and how their performance good and bad affects everyone.

      Creating an Environment for Success

      Preparing your team up for success is one of the best things you can do for your employees or teams is to do this. As a manager or team leader, you should know the skills, abilities, and knowledge it takes to accomplish

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