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Instant Manager: Dealing with Difficult People
Karen Mannering

Paperback
RRP: £8.99
ISBN: 9780340946510
ISBN-10: 0340946512

Published: 28/11/2008
Extent: 224 pages
Series: IMC

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Summary:
Whether you are finding your way as a manager or you want to enhance the skills you already have, the Instant Manager series is exactly what you need! Written by leading experts, they are inexpensive, concise but above all authoritative guides to the subject at hand. The portable format allows you to carry the book easily to fit learning and development into your busy work life.

Based on the 10 most FAQs, each chapter ends with a quick tip that can be taken on board immediately. A handy tear out card covering the most salient points allows you to carry the expertise with you wherever you go.

Dealing with difficult people is an unavoidable aspect of working life and can have a major impact on your career and wellbeing. This book, written by a leading expert with years of practical experience, will provide the tools to be able to deal with all types of working relationship. Areas covered include:

- how to define a difficult person

- how to read body language and other unspoken messages

-how to deal with difficult employees, colleagues and bosses

-how to understand yourself and deal with difficult aspects of your own personality.

Backed by the authority of the Chartered Management Institute, this is an essential addition to the manager's library.

  • Based on the most frequently asked questions, this book gives an effective and inspiring view of the subject in hand
  • Supported and endorsed by the highly respected Chartered Management Institute
  • Written by an established expert and writer in the field
  • Written in easy to read chunks to allow the reader to fit in learning with a busy worklife
  • Portable and affordable format

Table of Contents:
1) What do we mean by a difficult person?: The one universal truth; Your role in the dynamic; Different types of difficult behaviour
2) Is there any way that I can read people?; Visual ‘tells';Verbal ‘tells’; Listening between the words;Adjusting your own approach to build positive relationships
3) Difficult employees – how do I deal with them?; Building the relationship right from the start; Setting the ‘personality’ of your team;Ensuring the right fit of role to success; Matching motivation;Personality profiling;Identifying personal influencers
4) Difficult managers - how do I deal with them?; The manager/worker relationship;The view from the top;Internal politics;Coping or escaping – what’s it to be?;
5) Difficult colleagues – how do I deal with them?;Creating the right atmosphere at work; Exploring your relationship; Identifying what’s in it for them; Communicating pressure points at your level;Finding commonalities and links;Being forgiving
6) Difficult customers – how should we deal with them?;Is this problem situational or personal?;Being prompt in identifying the real issues;Are there things you can put right?;What are your grounds for negotiation?
7)Difficult suppliers – how should I deal with them?;Getting it in perspective (focusing on what is going right instead of what is going wrong);Looking at your previous relationship;Are they right for your future
8)How do I deal with difficult people from other geographical offices?; Working in international organisations;Difficult people or simply different cultures?;Effective communication and understanding;The importance of the team
9)How do I cope if I am the one being difficult?;Dealing with your prejudices and assumptions;That crucial millisecond called ‘choice’;Practising positive intent and modelling behaviour;Finding the right immediate response; Gaining a greater understanding of yourself; Encouraging open communication
10)How can I manage conflicting team agendas?;Keeping an eye on the balance;Taking a ‘helicopter’ view;Identifying core team objectives;Divorcing the situation from the emotion;Reinforcing the benefits of a positive outcome
Index

About the Author(s):
Karen Mannering is a personal development specialist and psychotherapist with over 18 years in people development working with large organisations, universities and colleges. 
A speaker at a number of conferences, Karen also writes for magazines, journals, and websites. She has been quoted several times in The Times and The Guardian and has written several books.

Readership:
Managers at all levels

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