A WALL STREET JOURNAL AND USA TODAY BESTSELLERAn actionable strategy guide for busy professionals who want to level up their management gameIn The Manager's Handbook, Stanford Graduate School of Business faculty member, serial entrepreneur, and investor in over 100 companies, David Dodson, delivers an insightful work that describes, in highly practical detail, five skills every great manager needs to know if they want to get things done.Managers desperately want a crisp, how-to book that will show them--in one single title--the way to master the most important skills necessary to run an organization. The Manager's Handbook organizes the five essential skills of effective implementation into one, simple-to-read, easy-to-use, book. The Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.In the book, you'll learn how to get better at running any kind of organization by breaking down each essential skill into bite-sized sub-skills you can easily and quickly learn. You'll also find:* Digestible tips and tactics for hiring the best people, onboarding, performance feedback, and improving the performance of underachievers* A model script for how to begin an exit interview* Ways to let people go from your organization gracefully, quickly, and with compassionThe Manager's Handbook is an essential playbook for managers, executives, board members, and other business leaders interested in dramatically improving their ability to lead people and inspire loyalty.

Foreword by H. Irving GrousbeckAcknowledgementsIntroduction: The Five Skills of Great LeadersPart I: Commitment to Building a TeamChapter 1 Hire for OutcomesChapter 2 The One Hundred Day WindowChapter 3 Instant Performance FeedbackChapter 4 The 360° ReviewChapter 5 Coaching UnderperformanceChapter 6 Breaking Up is HardChapter 7 Never Waste a Last GoodbyePart II: Fanatical Custodian of TimeChapter 8 Activity Is Not ProgressChapter 9 Make Your Day to Make Your MonthChapter 10 Curing the Digital DisasterChapter 11 Seven Steps to Running a Great MeetingChapter 12 DelegatingPart III: Willingness to Seek and Take AdviceChapter 13 Five QuestionsChapter 14 Finding and Using MentorsChapter 15 Executive CoachingChapter 16 A Board of AdvisorsPart IV: Setting and Adhering to PrioritiesChapter 17 Key Performance IndicatorsChapter 18 The Operating PlanChapter 19 Alignment Through CompensationPart V: An Obsession with QualityChapter 20 Quality Drives ProfitChapter 21 Walk Behind the TractorChapter 22 A Vow to WowImplementing The Five Skills of Great LeadersAfterword by Irv GrousbeckNotesIndex