Solving problems may be the very definition of managing. Why not give yourself every advantage? Or better yet, 104 of them. Because the stakes couldn’t be higher.
If you need to replace an employee or increase your staff, what’s it worth to make a good hire instead of a bad hire?
If you have a star performer, what’s it worth to keep him or her happy and on board, instead of jumping ship?
If you have average performers, what’s it worth to make them better? Or simply keep them doing what they’re doing, so the whole enterprise hums smoothly?
When it’s time to get rid of a bad apple, what’s it worth to have the termination go as smoothly as possible without provoking a lawsuit that blows up the barrel?
If you apply any one of the 104 helpful suggestions in The Manager’s Handbook, you’ll get your money’s worth and much more. That’s how important management is—how important you are, whether you’re a front-line supervisor, middle manager, or senior executive.
We’re not flattering you, just stating the facts. How you handle problems has an enormous impact on employee performance, which in turn affects the performance of your company. The stakes for your firm couldn’t be higher.
That’s why we’ve packed so much valuable advice into The Manager’s Handbook. It covers virtually any management problem you’re likely to encounter. Problems such as: