Contents
Chapter 1 Introduction and summary: real managers for the real world
Chapter 2 IQ skills: dealing with problems, tasks and money
2.1 Starting at the end: focus on outcomes
2.2 Achieving results: performance and perceptions
2.3 Making decisions: acquiring intution fast
2.4 Solving problems: prisons and frameworks – and tools
2.5 Strategic thinking: floors, romantics and the classics
2.7 Setting budgets: the politics of performance
2.8 Managing budgets: the annual dance routine
2.9 Managing costs: minimising pain
2.10 Surviving spreadsheets: assumptions, not maths
2.11 Knowing numbers: playing the numbers game
Chapter 3 EQ skills: dealing with people
3.1 Motivating people: creating willing followers
3.2 Persuading people: how to sell anything
3.3 Coaching: no more training
3.4 Delegating: doing better by doing less
3.5 Handling conflict: from FEAR to EAR
3.6 Giving informal feedback: making the negative positive
3.7 Managing yourself: personal EQ
3.8 Using time effectively: activity versus achievement
3.9 Surviving the management marathon: from days to decades
3.10 Learning the right behaviours: what managers really want
Chapter 4 PQ skills: acquiring power to make things happen
4.1 The ten laws of power: achieving PQ
4.2 Building a power base: the seven key power sources
4.3 Acquiring power: shining a light on the dark arts
4.4 Building power networks: becoming irreplaceable
4.5 Using power: setting your agenda
4.6 The art of unreasonable management: ruthlessness
4.7 Political games: morality and survival
4.8 Taking control: telling stories
4.9 Managing change: people, not projects
4.10 People and change: through the valley of death
Chapter 5 MQ skills: managing your journey
5.1 Acquiring MQ: how to learn success
5.2 Employing MQ: uses and abuses