Thriving in the Middle

Why Managers Need to Be Coaching Each Other

Business & Finance, Management & Leadership, Management Science, Business Reference
Cover of the book Thriving in the Middle by Mike Cook, AMJ Group
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Author: Mike Cook ISBN: 9780999584019
Publisher: AMJ Group Publication: November 10, 2017
Imprint: AMJ Group Language: English
Author: Mike Cook
ISBN: 9780999584019
Publisher: AMJ Group
Publication: November 10, 2017
Imprint: AMJ Group
Language: English

How does your company train its operational-level managers? Do they go offsite, learn new information from a management expert, receive a training manual, or something similar? Most businesses fall into this development category, treating managers as our academic system treats students. The results, unfortunately, consist of short-lived bursts of enthusiasm and little measurable improvement, in part due to the lack of day-to-day applicability and personal accountability.

Thriving in the Middle looks to replace this ineffective version of management development with a more culturally founded, experience-dependent model. Based on decades of leadership experience and breakthrough studies, Mike Cook establishes the case for "Distributed Development Communities," in which application takes place in a near-real-time, experiential environment using actual situations faced. In this model, process-driven development is more frequent and delivered in small doses, and operational-level managers are coached and groomed to become great operational-level managers without the subtext of upward advancement. Learn the attributes and processes of better management improvement. Your bottom line and your front line will thank you for it.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

How does your company train its operational-level managers? Do they go offsite, learn new information from a management expert, receive a training manual, or something similar? Most businesses fall into this development category, treating managers as our academic system treats students. The results, unfortunately, consist of short-lived bursts of enthusiasm and little measurable improvement, in part due to the lack of day-to-day applicability and personal accountability.

Thriving in the Middle looks to replace this ineffective version of management development with a more culturally founded, experience-dependent model. Based on decades of leadership experience and breakthrough studies, Mike Cook establishes the case for "Distributed Development Communities," in which application takes place in a near-real-time, experiential environment using actual situations faced. In this model, process-driven development is more frequent and delivered in small doses, and operational-level managers are coached and groomed to become great operational-level managers without the subtext of upward advancement. Learn the attributes and processes of better management improvement. Your bottom line and your front line will thank you for it.

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