How to Be a Better Boss

Course details

What kind of manager are you? Do you even know? It’s easy to get caught up in the day-to-day duties of being a boss—reacting to problems, figuring out who needs help—but taking the time to do a self-audit and evaluate yourself as a manager will serve you well in the long run. In this course, management and leadership expert Chris Croft provides a handbook on how to be a better boss, covering topics on motivation, delegation, empowerment, leadership styles, and management routines. With over 60 videos, this course is set up like a coaching program, full of bite-size tips. Every video describes one thing you can work on to become a better manager. Watch one a day, all at once, or however many you have time for. With Chris’s course, you can start becoming a better boss, one step at a time.

Concepts

0. Introduction

01 - Becoming a better boss

1. Seeing the Bigger Picture

02 - Leadership self-audit
03 - Management by Walking About
04 - Back to the floor
05 - Finding the root of problems
06 - Standing back at all levels

2. Motivation by Maslow

07 - The difference between leadership and management
08 - Team motivation audit
09 - Maslow's hierarchy
10 - Improving security
11 - Sense of belonging
12 - Feeling valued
13 - The ultimate motivator

3. Other Motivational Techniques

14 - The management potato
15 - Watering a plant
16 - Ownership
17 - The challenge challenge
18 - Always learning
19 - Between the cracks
20 - Making auditing a habit

4. Adapting to Personality

21 - Personality types
22 - Who are you

5. Working with Your Boss

23 - Your boss's management style

6. Planning Involvement

24 - Tannenbaum and Schmidt
25 - Sliding scale of involvement
26 - Involving your team
27 - Encouraging your boss

7. Leadership Style

28 - Intro to situational leadership
29 - Styles for your team
30 - Styles for your boss
31 - Allocating tasks
32 - Coaching
33 - Underachievers
34 - Who to empower
35 - Problem with stars
36 - The banana of boredom
37 - How to apply situational leadership

8. Developing Your Team

38 - Coaching is part of leadership
39 - The process of coaching
40 - Let's begin
41 - Loosening the reins
42 - Your current level
43 - Asking for coaching
44 - Asking your boss
45 - Why coaching is so important

9. The Right Amount of Monitoring

46 - Two directions of freedom
47 - The Freedom Ladder
48 - Freedom for your team

10. Managing Planning and Implementation Differently

49 - The management matrix
50 - You're the boss

11. Maximum Delegation

51 - My biggest regret
52 - What are your cushions
53 - Could vs. can't
54 - Value of delegating
55 - Expert systems
56 - Giving away your job
57 - Motorbike crash
58 - 80 percent rule
59 - Nearly ready
60 - Delegating a part
61 - Assigning a deputy
62 - The delegation process
63 - Not difficult and very effective

12. Accepting Tasks from Your Team

64 - What are monkey tasks
65 - Monkey givers

13. Understanding Empowerment

66 - Beyond delegating
67 - Key parts
68 - Abdication
69 - Trying empowerment
70 - Training your boss
71 - Combinations of monitoring and supporting

14. Appraisals

72 - The importance of appraisals
73 - Power of appraisals
74 - Making it happen
75 - Making a difference
76 - The key to your relationship

15. Your Management Routines

77 - Regular leadership habits
78 - Daily actions
79 - Weekly actions
80 - Monthly actions
81 - Yearly actions

Conclusion

82 - Future actions you can take