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Publisher's Summary

For more than 20 years, management expert Bruce Tulgan has been asking, "What are the most difficult challenges you face when it comes to managing people?" Regardless of industry or job title, managers cite the same core issues - 27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few. It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication. The real problem is that most managers are "managing on autopilot" without even realizing it - until something goes wrong. And if you are managing on autopilot, then something almost always does.

The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable. For every workplace problem - even the most awkward and difficult - The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout.

The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you'll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face.

©2014 Bruce Tulgan (P)2014 Audible Inc.

What members say

Average Customer Ratings

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Great for new managers

This is very applicable information, showing case by case how to apply fundamental management skills in most of the situations you'll face.

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  • Performance
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Micromanaging?

Some good concepts but a little too micromanaging for my style. Doesn't take much about building a team and makes it mostly about manager to employee relationships.

0 of 2 people found this review helpful

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  • Performance
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Not practical

Ir just says "think about this", or "take unto consideration". Many things are obvious. Very very few concepts actually helped me in my job.

0 of 4 people found this review helpful