Perspectives on Managing Employees Review

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Perspectives on Managing Employees ReviewPerspectives on Managing Employees gets its low rating because the title is misleading. Perspectives on Managing Employees is not book for managers and its not really about managing nor even supervising, although much of the information will be helpful to supervisors.
Perspectives on Managing Employees a book for supervisors and managers who must hire and supervise inexperienced, usually nonexempt employees. The book spends very little time on managing or supervising. Most of the time is spent on interviewing, setting reasonable expectations for junior employees and using things like employee-of-the-month programs and birthday celebrations. The book asks things like "is it worthwhile to check references?" (a question that would not occur most professional managers as the answer would be an automatic, "Are you kidding? Of course!)" Another issue tackled is whether an employer has a right to expect "universal etiquite." The issues mentioned will ring true for anyone currently dealing with recent college grads including dress, saying please and thank you, minimizing personal phone calls etc.
These are not management issues. They are basic supervisory issues and standards that are necessary when training young people and other people who, for whatever reason, haven't learned how to behave in an office. Each section includes the perspective of the manager and that of the employee. (A typical employee is that of weight loss consultant, another is a financial advisor but its safe to say that this is a junior level financial advisor.) The information given is just fine, and the book is worthwhile for supervisors, managers of junior staff or owners of small companies who hire customer service and other nonexempt staff.
There certainly is a place for a book that tells supervisors how to hire and deal with junior or nonexempt employees. But naming a book Perspectives on Managing Employees and implying that it's a management guide is misleading. As the book is being sold on the internet, it's bound to be purchsed by people who trust the number of stars and think its a book filled with essays on perspectives on management.
If you need a book about the ongoing management of mostly experienced professionals, Perspectives on Management is not the right book. Its probably not the right book if you are looking for something to help you supervise a team that is in place. If you are hiring junior people however, and need something to guide you in setting basic limits, and using some very basic motivation programs, this book may be helpful.
Perspectives on Managing Employees OverviewWho really knows how to get the most from a workforce: the manager or the employees?Each has a different approach to effective management what really motivates employees to go the extra mile. Each approaches management issues from a different angle - a different perspective - and without understanding both points of view, the picture is never fully complete. Perspectives on Managing Employees is the first book to offer both sides of the story.In an easy-to-read, question/answer format, Michael A. Fina provides the manager's perspective while a host of real employees gives the workforce point of view on topics including interviews and the first few days on the job, building and improving the relationship, the importance and best methods of celebrating, managing through problems and issues and a whole lot more.What makes this book different from other management books is that there is no author collaboration or sharing of information during the writing process.None of the authors were aware of what the others were writing. The result is a fascinating, no-holds-barred look at effective management as both the manager and employees see it, leaving readers with a list of action items and a better understanding of core management concepts to dramatically improve production and results.

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The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level Review

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The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level ReviewMr. Beeson's book would benefit anyone who is seeking to advance his or her career, regardless of position or industry. He offers tremendous insight and perspective, and clearly understands the executive-level environment. The case studies are fabulous, and will ring true for anyone who has received or given a performance review. His suggestions are concrete and tangible, and presented in an easy-to-understand way. I will remember "The Unwritten Rules" and keep my copy handy -- it is the kind of resource one could use again and again.The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level Overview
Maximize your chances to get promoted to the executive level

As predictable career paths have become extinct in most organizations, managers aspiring to the C-level job are left to their own devices to determine how to advance their careers. Even in companies committed to talent development, guidance to aspiring executives is often vague and contradictory. This happens, executive coach John Beeson argues, because executive promotions are made based on the decision makers' intuitive sense of whether or not a manager can succeed at higher levels within the organization. Beeson decodes these leadership criteria--the unwritten rules--that companies use to make decisions about who gets promoted and who doesn't, and identifies the six core "selection factors" that are imperative for success at the executive level
Demonstrating strategic skills
Building a strong management team
Managing implementation
Exhibiting the capacity for innovation and change
Working across organizational boundaries
Projecting executive presence

Filled with stories of managers who successfully climbed up the executive ladder-and some who struggled-The Unwritten Rules is an invaluable resource for aspiring executives. Amazon.com Exclusive: Q & A with Author John Beeson
Why did you write The Unwritten Rules?In my thirty-plus years of succession planning and talent development work at top-tier companies, I've routinely observed two distressing phenomena. On one hand, virtually every company I work with bemoans its lack of talent to fill executive-level positions. On the other hand, I see talented managers who are frustrated by their inability to get ahead with their careers and confused about what they need to do to advance. I find this disconnect concerning. I've also observed that there is a short list of factors that companies actually use to decide whom to promote to the executive level. By revealing them in this book, I hope to enable aspiring managers to take greater ownership of their careers. When you know what skills to focus on, you can be much more targeted in your personal development efforts.

Why do so many talented managers and business people get stuck in careers or jobs that they find frustrating?While talented managers get lots of feedback about how they are performing in their current jobs, they rarely get the feedback that really counts--feedback about how they are viewed by those who make executive placement decisions. Without knowing where you stand in terms of your company's criteria for advancement to the executive level, you're pretty much in the dark about the skills you need to develop and demonstrate. Meanwhile, companies are hesitant to provide constructive feedback to their top managers because they feel leadership skills required for executive success are somewhat subjective or they fear de-motivating or losing a strong performer.

Is The Unwritten Rules relevant in a downturn economy, when advancement in any career path is limited?Although the pace of promotion in many organizations has slowed due to the recession, opportunities for advancement will rebound when the economy strengthens and Baby Boom-era executives retire. If you are a manager who aspires to the C-suite level, use this time to prepare to be 'first off the bench" when the promotional landscape opens up. This is the perfect time to pay attention to messages about ways to improve your career prospects.

What, in a nutshell, are the unwritten rules?The unwritten rules are the often poorly-articulated factors that companies use to decide who does and doesn't get promoted to the executive or C-suite level. They include the 'non-negotiables"--the capabilities you need to display to even be considered as a candidate, namely ethics, integrity, and a strong desire to lead. The unwritten rules also include the 'de-selection" factors that prevent an otherwise high-performing manager from being a serious candidate--for example, putting one's interests above that of the good of the company, or displaying a narrow perspective on the business. Finally, the unwritten rules include the 'core selection" factors: the skills that, when all the discussion is over, are most critical in decisions about who advances to the executive level. The book describes in detail each of the six core skills I've identified.

Is there an "unspoken truth" about getting ahead in big corporations?Your career planning needs to factor in what I call 'demonstration opportunities": jobs or assignments that allow you to display the required leadership skills.If you aspire to get ahead, the trick is finding ways to breed confidence on the part of those who make executive-level placement decisions. This means determining the promotional criteria these decision-makers use and also figuring out how to display your skills to those senior people so they feel comfortable putting you into an executive position. Having your boss vouch for your skills isn't enough. You need to identify opportunities to demonstrate your skills directly to those more senior-level decision-makers or to people within the organization whose opinions they trust.

Do companies do the best job they can developing the leaders of tomorrow?If not, why?Although most companies say they are interested in developing leadership strength for the future, I find that most focus on the wrong things to achieve that objective. Too many companies invest their leadership development dollars in splashy, one-size-fits-all training programs--although study after study indicates that management training in the narrow classroom sense is rarely an important development experience for executives. Also, most companies do a poor job of communicating the reasons why managers do and don't get promoted to the executive level, so aspiring managers don't know where to devote their developmental efforts. Finally, few companies encourage the breadth of career experiences--job assignments in different functions and business units, for instance--that broaden a manager's perspective on the business and the organization.

Whose fault is it that so many people find that their career progress is lagging - employees themselves or managers?I'll point the finger at both. Companies need to do a better job of articulating those factors that really make a difference when it comes to deciding who does and doesn't get placed in C-suite positions. They also need to ensure aspiring managers are given the space and opportunity to develop and display the required skills. At the same time, aspiring managers have to be proactive and skilled in seeking out feedback about how they are perceived in terms of their company's unwritten rules of advancement. Assuming you're successful at that, you need to be open to the feedback and respond accordingly. I see too many managers respond defensively. Whether the feedback is accurate or not is beside the point. How you are viewed by senior executives who make C-suite decisions will determine whether or not you advance to the executive level. So, if you're successful in getting this feedback, the ball is in your court to respond to it.

What is the most important piece of advice you can give to someone who yearns for a leadership position, but doesn't quite know how to get there?First, understand that succeeding at the executive level calls for a set of skills very different from those that lead to success at the manager level. Work hard to tease out the skills that are most critical in making executive placement decisions in your organization and, most important, get a sense of how you are viewed by your company's senior leaders in terms of those skills. Beyond developing those capabilities, find ways to demonstrate your skills to those who make executive-level promotional decisions so that they become confident about your ability to succeed at that level.


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