Table of Contents

Introduction...vii 1. Managers and Their Direct Reports: A Dynamic Relationship...1 Middle Management Styles...2 Developing Effective Relationships...5 Checklist for an Effective Middle Manager-Direct Report Relationship...6 2. Why 7 Paths?...9 Organizational Structure...9 Human Forces Filter...10 3. Path 1: Managerial Planning and Task Assignment...15 Managerial Planning...15 Manager's Checklist...18 Action Plan...18 Task Assignment...19 Action Plan...23 What Is Situational Courage?...24 Action Plan...27 4. Path 2: Managerial Meetings...29 Content and Process of Meetings...31 Managerial Meetings Checklist...38 Action Plan...38 5. Path 3: Context Setting...41 Paying Attention to the Bigger Picture...42 Context-Setting Checklist...46 Action Plan...46 6. Path 4: Feedback...49 Giving Positive and Constructive Feedback...50 Feedback Reminders...52 Negative or Constructive? Understanding the Difference...55 Giving Feedback Checklist...56 Action Plan...56 7. Path 5: Performance Appraisal...59 Informal and Formal Appraisals...60 Checklist for Performance Appraisal...61 Action Plan...63 8. Path 6: Coaching Direct Reports...65 Coaching Growth Within the Role...66 A 5-Step Process for Managerial Coaching...69 Putting the 5 Steps Into Action...71 Checklist for Managerial Coaching...77 Action Plan...77 9. Path 7: Continual Improvement...79 Improving Processes, Systems, and Procedures...80 Example of a Continual Improvement Meeting...83 CI Checklist...85 Action Plan...86 Afterword...87 Appendix A: Establishing Key Accountabilities...91 Appendix B: Employee Document Comparisons...103 Appendix C: Sample Closure Verbs...105 Appendix D: Assignment Examples...107 Appendix E: Making Strategy WorkThe Linkage Process..109 Appendix F: Using the Practices Calendar...115 Glossary...117 References...123 About the Author...125

About the Author

Fred Mackenzie has decades of experience as an executive with Mobil Oil; Training House, a major publisher of instructional programs and assessments; and MLI, a contract manufacturer for GE, Kodak, and IBM. His consulting experience is in three major areas: managerial leadership, succession planning, and strategic planning. Fred has undergraduate degrees in psychology and geological engineering, master’s degrees in personnel psychology and micropaleontology, and a PhD in psychology. He has served on the faculties of Cornell University’s Advanced Management Program, Oxford University’s Institute for Advanced Managerial Studies, and Henley Management College, U.K.