I was staring at my Kindle app unimpressed with the choices for my next book to read. Staring back at me from the top of the list was a book I have been putting off for two years. Both the title and cover weren’t very impressive; so, my first thought was to jump to Amazon and look for a leadership book with a more appealing cover and title.
BUT… My wife has already been threatening me with beatings and food shortages over my book spending, so I begrudgingly clicked it.
By the time I got to the end of page one, I was soundly reminded of the sage advice, “Don’t judge a book by its cover.”
Right from the get-go, the author jams the peddle to the metal with these two thoughts:
“There’s a part of me, after 25 years of coaching managers, that doesn’t really care what kind of attitude you have, because all the attitude in the world isn’t going to change the results. The only thing that will change the results is to change what you DO.” – Mark Horstman
“Success at work is about what you do—you are your behaviors. Almost nothing else matters. And that’s what The Effective Manager is about.” – Mark Horstman
Author Mark Horstman does a great job defining an effective manager. The further I read and the more I understood his thoughts and processes, the more I agreed with and devoured his insight.
This first section of the book deals with the two core principles of an effective manager. Both are dead on the money and are inextricably connected.
The author is direct, to the point, and doesn’t waste words. He isn’t theoretical, and does not burden you with a pile of philosophy. Many times, when we talk about leadership, we talk about principles, or we play this little leader versus manager nonsense. Not so here. Everything is high quality and practical beginning with page one.
After the two core principles, the remainder of the book covers the four critical behaviors every manager must do. These are powerful!
There isn’t any pie in the sky philosophy here. It’s practical, how to lead your team, day in and day out, foundational, steak and potatoes content.
Many times, we think leading and managing are hard and complicated. Mark keeps the formula simple and gives you four critical behaviors. Through extensive research and testing, he weeds out all the nonsense and provides you with what matters. Practice these four behaviors, and everything else works itself out.
“When I trust my boss, I spend less time worrying about what her intentions are and whether I have to cover my tail on all of my work. I don’t have to second-guess the ‘why’ of a task or the delegation of it or ask my colleagues for political support if I decide to push back on something. There’s more time for results.” – Mark Horstman
Every idea and tool also come with “how to.” Stories, samples, and actual ways to say “do and not do” are provided. With the two principles and four behaviors, there are ways to respond to your people and examples of how to address the behavior.
The author even walks you through how to address the push back you might get.
Some of you may be getting a little impatient on what the two principles and four behaviors are. If you want the two principles and the four behaviors of an effective manager, you need to get the book.
If you oversee at least one person, you need this book. If you’re responsible for people, operations, or businesses, you need this book.
This book is a hands-on, simplified formula for being a great leader and manager. It’s a hidden gem that’s quick and easy to read. Once you get it, you won’t put it down.
So do NOT follow my example by waiting two years to read this book. Buy it now, and I promise you it’s compelling, honest, and will make a huge difference in growing your leadership.
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