Managing (Right) for the First Time is intended as a field guide for first time managers, or for managers who want to begin doing a better job. The author worked closely with 600+ companies and interviewed more than 10,000 employees, then summarized the findings in an interesting and eminently readable form. Read this book and you're likely to understand management and leadership like you never have before, but also learn very practical steps toward becoming a better manager and leader. The book begins with preface and introduction, and then contains 21 digestible chapter, starting with a unique view of the basics and then building to an interesting conclusion. Chapter 1 talks about who managers are and how you become one in real life, since the circumstances for your promotion have a significant bearing on how your management experience unfolds. Chapter 2 examines the various reasons for promotion, explaining the implications of each. Chapter 3 explains the few but critical elements that allow an inspired start as a leader, including (Chapter 4) how to manage your boss effectively so that the two of you can actually get things done. Chapter 5 recounts the early discoveries you'll make, hopefully eliminating many of the surprises that might stunt your growth as a manager. Then Chapter 6 explains that there are not just two kinds of managers (good managers and bad managers), but in fact three kinds: evil managers, those who are managing, and those who are not managing. This chapter alone provides some seminal thinking that is certain to change your management life. Chapter 7 details the process for finding the right employee candidates. Chapter 8 provides a thorough look at how to screen applicants reliably. And chapter 9 provides a checklist style program for integrating employees through their initial orientation and first few weeks on the job. To that end, Chapter 10 lays out some important principles to keep in mind when structuring employee roles. Chapter 11 is perhaps the fulcrum of the book in that it compiles the most important individual elements of managing employees well, followed by a revolutionary approach to performance reviews (Chapter 12) that you might actually enjoy doing! Chapter 13 urges you to move beyond reluctant leadership, followed by a logical next step in Chapter 14: being a leader that your employees want to follow. It's all neatly tied together in Chapter 15, which examines the creating and sustaining of an appropriate culture at your firm or department. Chapter 16 explains the different styles of managing, allowing for the different personality types. Chapter 17 notes the important transitions you'll make over time, particularly if you want to remain effective. And Chapter 18 contains a short but important message for control freak managers. Chapter 19 argues for a more open approach to management, and chapter 20 shares a unique perspective on work/life balance so that your role is sustainable over time. Chapter 21 concludes with some specific suggestions designed to help the managers who follow you. Finally, there's a concluding section with real advice from real managers who were asked to speak to you, the reader, sharing what they wish they had known when they set out on their own journey.

Managing (Right) for the First Time

David C. Baker

RockBench Publishing Corp.

A manifesto of business practices for those who sell ideas and advice, The Win Without Pitching Manifesto lays out twelve steps--in the form of proclamations--that owners of creative businesses can take to distance themselves from their competition, regain the high ground in their client relationships and learn to win business without first parting with their thinking or writing lengthy proposals. The twelve proclamations were written to inspire owners of independent creative businesses (e.g.: design firms &amp; advertising agencies) to rethink how their services are bought and sold. Anyone who sells ideas or advice will find relevance in their teachings.

The Win Without Pitching Manifesto

Blair Enns

This manual, by David C. Baker, is the compilation of 16 years of analyzing 650+ firms. It contains 270 pages and sample financial statements and utilization forms, all in a handsome looseleaf format for years of use. The 21 chapters cover your compensation and ownership agreement, organizing and interpreting financial statements, and calculating benchmarks. There are chapters on funding growth, managing cash flow, collecting overdue accounts, and deciding whether or not to own or lease your facility. Covered also are systems and utilization, pricing your work, handing costs of goods sold, and compensating new business development. There are sections on open book management, employee incentives and rewards, and policies for employee paid time off. There are also chapters on managing a downturn, formalizing client relationships, using retainers, avoiding legal pitfalls, preventing financial fraud, and transitioning out of your firm as a principal. Click here for a PDF of the Table of Contents. The book is a professionally produced 8.5 x 11" looseleaf manual, in color. ISBN 978-1-60544-006-4. Library of Congress Control Number: 2010913358. Released by RockBench Publishing Corp. The manual costs $200.00, including shipping. Includes hardcopy if shipped to the United States or Canada elsewhere a PDF is sent to your email address.

Financial Management of a Marketing Firm

Arts & Photography

Graphic Design

The first of its kind focused on marketing strategy to the life science and healthcare industries, this book sets a new standard for reaching skeptical audiences, including scientists, researchers, and healthcare professionals. A roadmap for marketers to effectively navigate the marketing paradigm shift, build effective content-centric marketing models, create and deploy successful campaigns, and measure their impact. Described as a must read in the life science marketing space.

Persuading Scientists: Marketing to the World's Most Skeptical Audience

Hamid Ghanadan

The Consultant with Pink Hair is the story of Andrew Braun and Lou Di Angelo, partners in a fictional management consulting practice struggling with the real life challenges of being just another consulting firm in a crowded marketplace. They battle low margins, late nights responding to crazy RFPs, confusing branding advice, and the pressure of too much revenue coming from one big client--and the disaster when that client walks away.

The Consultant with Pink Hair

Business & Money

Cal Harrison

Industries

Once the decision to go mobile has been made in a learning organization, at first glance it may seem as though the hardest decision has been made. Soon after this path is chosen, though, reality sets in. There are a lot of things to consider as you work to build your initial learning content for the many varieties of mobile devices. From strategy and design, to development, delivery and beyond, every step along the way is crucial to your success. In Learning Everywhere, Chad Udell, a seasoned expert on mobile learning, demystifies the many choices involved in developing mobile learning content, and provides real-world experience on how to get down to the business of creating mobile learning. With an approachable and down to earth style, Chad gives the reader a wealth of detail. His goal is to explain mobile design and development to learning professionals in the context of creating best of breed mobile experiences, while leveraging superior user interface design and development techniques. A framework of four content types gives instructional designers, learning developers, and managers a solid grounding in the exciting possibilities for learning using mobile phones, tablets and other devices. Focused on creating solutions that increase organizational performance no matter the content type or instructional need, this book is truly about Learning Everywhere. Book foreword by Judy Brown, well known Mobile Learning Analyst.

Learning Everywhere: How Mobile Content Strategies are Transforming Training

Chad Udell

No other industry is as dependent on the channel of distribution for it's success than the building materials industry. Many people new to the industry and ad agencies don't realize this and struggle to develop effective sales and marketing programs. There are no trade magazines or organizations for the building material marketer. They either have to rely on general marketing sources or their channel customer's organizations such as the NAHB or the AIA. I wrote this book to fill the need to both educate anyone new as well as to challenge the more experienced to take a fresh look at how they go to market. There are chapters on: How the Residential and Commercial Channels Work: The Importance of Influencers; Who has the Most Knowledge and Power?; The Biggest Mistakes Building Material Marketers Make; How to Sell Builders, Big Boxes, Lumber Dealers, Showroom Dealers, Contractors, Distributors, Architects, Design Build and Facility Managers; Marketing Budgets; The Problem with Trade Shows and How to do Them Right; The Problem with Agencies; and On Being Green.

Building Materials Channel Marketing: How to Successfully Sell to and Through Residential and Commercial Builders, Architects, Distributors, Big Boxes, Dealers and Contractors

Mark Mitchell

How can you get people to serve more, engage more, give more, and become champions for your cause? Now, you can go beyond being the loudest voice in the room to crafting a clear, articulate message which allows donors to see themselves as part of the solution. Filled with insights into how strategic communications attract, engage, and retain supporters, "Raise Your Voice" is a guidebook that enables your cause to fulfill its promise and invite your donors to be part of the difference you make in people's lives. This guidebook is full of practical insight for helping mission-driven organizations sustain a clear and focused mission, understand what motivates (and how to motivate) donors, build deeper relationships, and tell stories that resonate with people so they listen, care, act, and donate. Are you tired of trying to tell a story that resonates with donors? When your organization is not generating impact, achieving its growth goals, or attracting new supporters, does it make you feel like there's nothing else you can do? If you're at a crossroads and don't know what to do next, start here: Focus on building and strengthen relationships through strategic communications. When you do, your organization will flourish, thrive, and grow to achieve improved outcomes and revenue-generating results. Read "Raise Your Voice: A Cause Manifesto" and learn why it's called a "must-read" by nonprofit and business professionals. It is an invaluable resource for causes and mission-driven organizations that create value and impact for customers, shareholders, and the community.

Raise Your Voice: A Cause Manifesto

Sooy, Brian

Marketing & Sales

Business can be abstract and detached. By comparison, motorcycle racing is primal and visceral, and has an unmistakable goal. Harrison Withers, expert talent development consultant and amateur motorcycle racer, has cleverly brought those two worlds together, finding unique parallels between concepts of business and those of motorcycle racing. He views the relationship between the two through the lens of technology, people, and performance. It all starts with the motivation to engage why business practitioners and racers alike not only accept the risk, but embrace and ultimately love it. Analogies abound between business and racing: Where people fit on the team, how performance is measured, how it is improved, and how to put predictive models into practice; competitive class structures, organizational design, the role of simulation in testing and practice, and race-day execution. Harrison s thoughts bring to light some connections we ve never thought of before and in so doing given us a fresh perspective on business. Book foreword by Erik Buell, motorcycling legend and managing member of Erik Buell Racing.

Organization Horsepower: Thinking Like a Motorcycle Racing Team

Harrison Withers

Why is so much life science marketing so bad? It's a challenging question--and the best response may be to ask another. How do you turn the complexity of scientific and biopharma information, processes, and data into compelling, high-performance messages? It's not easy. But building on more than 20 years of experience as a teacher, consultant, and head of one of the leading life science marketing firms in the country, David Chapin offers the definitive insider's answer. Making The Complex Compelling is a must-read for marketers within life science companies--the people responsible for bridging the gap between complicated science and persuasive communications. It explores why the vast majority of marketing in this sector is so unoriginal, uninspired and unproductive. And it explains how to avoid common mistakes by abandoning illogical and ineffective conventional wisdom. It also serves as a clear, step-by-step guide to mastering all aspects of successful life science marketing: understanding the buying cycle, establishing differentiation, developing a position, creating a brand-story, using an archetype, climbing the ladder of lead generation, and measuring ROI. You'll learn how the tactics and strategies detailed here can all work together to create a highly effective marketing program. And you'll gain the tools you need to improve life science marketing where it matters most: within your own organization.

Making the Complex Compelling: Creating High-Performance Marketing in the Life Sciences

David Chapin

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