Introduction: Who This Book Is for, What It's about, and Why. About Manager Tools -- A Note about Data -- A Note about Gender. 1. What Is an Effective Manager? Your First Responsibility as a Manager Is to Achieve Results -- Your Second Responsibility as a Manager Is to Retain Your People -- The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People. 2. The Four Critical Behaviors. The First Critical Behavior: Get to Know Your People -- The Second Critical Behavior: Communicate about Performance -- The Third Critical Behavior: Ask for More -- The Fourth Critical Behavior: Push Work Down. 3. Teachable and Sustainable Tools. 4. Know Your People. One On Ones -- Scheduled -- Weekly -- 30-Minute Meeting -- With Each of Your Directs -- The Manager Takes Notes -- Where to Conduct One On Ones. 5. Common Questions and Resistance to One On Ones. The Most Common Forms of One-On-One Pushback -- Talking Too Much and Talking Too Little -- Pushback on Note Taking -- Can I Do One On Ones over the Phone? -- Can I Be Friends with My Directs? -- Can I Do One On Ones as a Project Manager? 6. How to Start Doing One On Ones. Choose Times from Your Calendar -- Send Out a One-On-One E-mail Invitation -- Allow for Possible Changes in the Near Future -- Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting -- Answer Questions -- Conduct One On Ones Only for 12 Weeks -- Don't Rush to Get to Feedback! -- Don't Rush to Get to Negative Feedback. 7. Talk about Performance—Feedback. Encourage Effective Future Behavior -- When Should I Give Feedback? 8. Common Questions and Resistance to Feedback. How Does It Sound? -- The Capstone: Systemic Feedback. 9. How to Start Delivering Feedback. Announce Your Intention in Your Weekly Staff Meeting -- Schedule 30 Minutes for Your Briefing -- Use Our Materials -- Cover the Purpose of Feedback -- Walk Them through Each Step of the Feedback Model -- Give Only Positive Feedback for Eight Weeks -- Add in Negative Feedback after Eight Weeks -- Stay as Positive as You Can. 10. Ask For More—Coaching. Step 1: Collaborate to Set a Goal -- Step 2: Collaborate to Brainstorm Resources -- Step 3: Collaborate to Create a Plan -- Step 4: The Direct Acts and Reports on the Plan.

11. How to Start Coaching. 12. Push Work Down—Delegation. Why Delegation Is the Solution—The Delegation Cascade -- How to Delegate—The Manager Tools Delegation Model. 13. Common Questions and Resistance to Delegation. What Should You Delegate? -- What If a Direct Repeatedly Says No to Delegation Requests? 14. How to Start Delegating.