A GUIDE TO SUCCESS FOR TECHNICAL MANAGERS -- PREFACE -- CHAPTER 1: TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS -- TRANSITION SITUATIONS -- MANAGER OR SCIENTIST? AN ATTRIBUTE INVENTORY -- MANAGER - SCIENTIST INVENTORY SCORE SHEET -- INTERPRETATION -- QUESTIONS TO ASK YOURSELF -- TRANSITIONS SITUATIONS - SOLUTIONS -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 2: ADVICE ON CREATING A MOTIVATING CLIMATE -- MOTIVATION SITUATION -- WHAT MOTIVATES YOU? -- WHY IS MOTIVATION IMPORTANT? -- DIAGNOSING MOTIVATION -- APPLYING THEORIES A BOUT MOTIVATION -- MOTIVATION SITUATION - SOLUTION -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 3: HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS -- INTERPERSONAL EFFECTIVENESS - MY STORY -- THE MYERS - BRIGGS TYPE INDICATOR -- USING TYPE EFFECTIVELY -- APPLYING CHARACTERISTICS OF TYPE -- ROLE OF EMOTIONS AND TRUST -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 4: CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES -- COMMUNICATION SITUATION -- COMMUNICATION PATTERNS AND FACTORS -- THE AIDR TECHNIQUE -- FOCUSING ON OTHERS -A DEVELOPMENT EXPERIMENT -- ASK QUESTIONS -- CHALLENGE ASSUMPTIONS -- EMAIL -- EMAIL GUIDE -- APPLYING THE MBTI -- PLANNING A PERSONAL COMMUNICATION STRATEGY -- COMMUNICATION SITUATION - SUGGESTIONS -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 5: SECRETS TO MANAGING PERFORMANCE -- PERFORMANCE SITUATION -- SETTING EXPECTATIONS AND GOALS -- CONSIDER PERSONAL STYLES - BOTH YOURS AND YOUR EMPLOYEE ' S -- MANAGING PERFORMANCE -- PERFORMANCE PROBLEM SOLVING -- DEALING WITH PERFORMANCE ISSUES -- MANAGING A PERFORMANCE ISSUE -- DISTINGUISHING BETWEEN OBSERVATIONS AND CONCLUSIONS -- PERFORMANCE CONVERSATION CHECKLIST -- TACKLING RECURRING PROBLEMS -- PERFORMANCE ISSUE LINKED TO TECHNICAL PROBLEMS -- MANAGING MANAGERS -- SUGGESTED ANSWERS FOR DISTINGUISHING BETWEEN OBSERVATIONS AND CONCLUSIONS -- REFERENCES -- BIBLIOGRAPHY.

CHAPTER 6: INCREASING EFFECTIVENESS THROUGH DELEGATION -- DELEGATION SITUATION -- DELEGATION CHOICES -- DELEGATION BENEFITS -- DELEGATION ANALYSIS -- DELEGATION PROFILE -- STYLES OF DELEGATION -- RELATION OF U/E TO DELEGATION STYLE -- DELEGATION CHECKLIST -- DELEGATION USING TYPE -- TEMPERAMENTS -- APPLYING NEW CONCEPTS AND SKILLS -- DELEGATION SITUATION - SOLUTION -- DELEGATION CHOICES - SUGGESTIONS -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 7: POINTS FOR SUCCEEDING AS A COACH -- COACHING SUCCESS -- BUILDING CONNECTIONS -- HOW DO STAR PERFORMERS NETWORK? -- GROUP SOCIAL NETWORKS -- CHALLENGING THE STATUS QUO -- LOOKING FORWARD -- SUGGESTIONS FOR DEVELOPMENT ACTIVITIES -- COACHING SUCCESS - SOLUTION -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 8: TECHNIQUES TO MANAGE GROUPS, TEAMS, AND MEETINGS -- FACILITATION SITUATION -- BUILDING COLLABORATION -- ROLE CLARIFICATION ACTIVITY -- GOAL CLARIFICATION ACTIVITY -- GROUP OPERATING PRINCIPLES OR NORMS -- INCREASING MEETING EFFECTIVENESS -- INDIVIDUAL AUTONOMY VERSUS GROUP INTERDEPENDENCE -- DECISION MAKING -- MEETING MANAGEMENT TECHNIQUES -- APPLICATION: YOUR OWN MEETING -- FACILITATION SITUATION - SUGGESTIONS -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 9: CLUES TO FOSTER CREATIVITY AND INNOVATION -- SAM ' S DILEMMA -- SOCIAL AND EDUCATIONAL INPUT ON CREATIVITY -- RAISING THE BAR FOR CREATIVITY AND INNOVATION -- DEFINITIONS: CREATIVITY AND INNOVATION -- SAM ' S DILEMMA - RESOLVED -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 10: POINTERS ON MANAGING PROJECTS AND DECISIONS -- PROJECT SUPPORT -- SO, WHAT CAN YOU DO? -- LEARN THE BASICS OF PROJECT MANAGEMENT -- UNDERSTAND AND TAKE ADVANTAGE OF DIFFERENT APPROACHES TO PROJECT PLANNING -- CHALLENGE WHAT DOES NOT MAKE SENSE -- CONSIDER THE DIFFERENCE BETWEEN RISK AND UNCERTAINTY -- BE ASSERTIVE AND WORK TO KILL A PROJECT THAT SHOULD DIE.

USE CONSENSUS WISELY AND MAKE TIMELY DECISIONS -- PROJECT SUPPORT - SUGGESTIONS -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 11: SUGGESTIONS FOR MANAGING UP -- MANAGING UP STORIES -- BUILD YOUR RELATIONSHIP -- MANAGE COMMUNICATION -- GUIDELINES TO APPROACH YOUR BOSS -- GUIDELINES FOR RECEIVING FEEDBACK -- MANAGING UP STORIES - RESOLVED -- REFERENCES -- BIBLIOGRAPHY -- CHAPTER 12: LET ' S USE IT RIGHT: A SUMMARY OF SUGGESTED APPROACHES -- REFERENCES -- FIFTY - TWO - WEEK LEADERSHIP JOURNAL -- INDEX.