BACK TO BASICS MANAGEMENT
It's Okay to Be the Boss™: The Step by Step Guide to Becoming the Manager Your Employees Need
Dozens of best practices to help your leaders, managers, and supervisors get much better at leading, managing and supervising. After this program, participants will be better able to:
(-) Build relationships of trust and confidence with employees.
(-) Delegate tasks, responsibilities and projects.
(-) Keep employees focused and moving in the right direction.
(-) Increase productivity, quality, retention of high-performers, and turnover among low-performers.
(-) Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees.
This program topic is available in all formats:
• KEYNOTES
• WORKSHOPS
• TRAIN THE TRAINER
• CUSTOM TRAINING INITIATIVES
• EXECUTIVE PROBLEM SOLVING SESSIONS
• BOOKS AND TRAINING SUPPORT MATERIALS
On August 13, 2009, Bruce was honored to accept Toastmasters International's most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Marcus Buckingham, Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite. Click here for a complete list of past winners.
Program Description
Do you feel you don't have enough time to manage your people?Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?
Do you have some great employees you really cannot afford to lose?
Do you secretly wish you could be more in control but don't know where to start?
Managing people is harder and more high-pressure today than ever before: There's no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. They look to their immediate boss to help them get what they need and want at work.
How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone unless they really need you. After all, you don’t want to “micromanage” them and don’t have the time to hold every employee’s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work…which leaves even less time for managing people…which opens the door for even more problems!
Bruce puts his finger on one of the biggest problems in today’s workplace—an undermanagement epidemic affecting managers at all levels of organizations in every industries—and helps explain why so many managers are so hands-off nowadays.
Along the way, Bruce teaches dozens of immediately actionable best practices in a clear step-by-step guide back to the basics of strong highly-engaged management:
(1) Get in the habit of managing every day. Best practices for conducting regular one-on-ones with direct reports and others.
(2) Learn to talk like a performance coach. Best practices for communicating clearly and effectively.
(3) Take it one person at a time. Best practices to help managers work effectively with each of their direct reports based on the particular strengths and weaknesses of those individuals.
(4) Make accountability a real process. Best practices for working through or around obstacles to holding employees accountable.
(5) Tell people what to do and how to do it. Best practices for making expectations clear.
(6) Track performance every step of the way. Best practices to help managers monitor, measure, and document employee performance.
(7) Solve small problems before they turn into big problems. The focus here is two-fold: First, best practices for managers to help employees solve problems in productivity, quality, and behavior. Second, best practices for managers to deal with performance problems that persist.
(8) Do more for some people and less for others. Best practices to help managers tie rewards to performance; short-term and long, financial and non-financial.
Bruce Tulgan's new book, 
Bruce Tulgan's recent best-seller, 
Bruce Tulgan's book, 
We released