And People?
And People? Why Are Managers’ Cars the Most Important Asset in Every Organization?, by Ivica Vrancic
What? Another management book? You will find And People? to be refreshingly different. Its Eastern European perspective, enhanced with best practices and research studies, will reveal the secrets for successfully leading and managing people. Part textbook, part handbook, each word is crafted based upon author Ivica Vrancic’s 20 years of experience in management and consulting, which includes working with hundreds of managers from all hierarchy levels.
Topics
One: to lead people or to manage people, or to lead and to manage people
Leadership
What is leadership?
Leadership and management
Examples, tools, and research
Leadership and trust
Leadership issue of today
Two: motivating people
Basic theoretical concepts
Hertzberg
Maslow
Recognizing a job well done
Communication
Acknowledging invested effort without regard to results
Setting goals
A feeling of inclusion
Purpose and context
The significance of money for motivation
Ceo and “typical” worker compensation in the organization
The role of punishment
Life-work balance, not work-life balance
Examples, tools, and research
Mckinsey’s research
Three: our behaviors, our (organizational) culture
The emergence and structure of organizational culture
The power of organizational culture
Organizational culture and business results
Organizational culture management, alteration and maintenance
Replacement of the main person in charge
“pulling in” and including other quiet people from the company
The selection of new and different people
A change in the reward system and/or procedures and processes
Culture shock
Systematically working on values
Recognition and evaluation of desired behaviors
Organizational culture measurement
Examples, tools, and research
Kotter about organizational culture
The influence of the leader’s personal values on organizational culture and the organization’s results
Creation of a tailor-made or organization-specific set of instruments and tools for organizational culture measurement and management
Four: attracting, recruiting and selecting the people for us
Attracting the candidates—to attract
Where are the people? Lack of people
Employee value proposition (evp)
Employer branding
Gathering information about job candidates—to recruit
Sources of information about the candidates
Resume (cv)
Employment agencies
Recommendations
Facebook, twitter, or linkedin
Selection of candidates and future employees in the organization—to select
Selection techniques and methods
Resumes (cvs)
Application forms
Psychometric measuring (tests and questionnaires)
Interviews
Assessment centers
Examples, tools, and research
The towers watson study
Key findings
The universum study
Methods of selection—prediction validity
Involvement of the organization’s employees in the selection process
The star technique in conducting a selection interview
Five: developing our people
Environment and development
Competence as a basis for development
Determining developmental needs
Developmental techniques and tools
Development ≠ training
Special forms of development—mentoring and coaching
Mentoring
Coaching
When to use coaching
How to conduct coaching
Coaching as a cycle/process/method
Feedback
Talents: recognition and development
Techniques of assessing the success of development—measures of success
Baseline measurement—the starting point
Levels of measuring development
Measuring satisfaction with developmental activities
Measuring the adopted or new knowledge
Measuring changes in behavior—actual development
Measuring business results as a measure of development
Examples, tools, and research
Cipd research
Making coaching work
Coaching as a system within an organization
Building a “pathway” to leadership
Six: to manage people by mind and to lead them by emotion
And People? dares to ask why so many managers spend more time, resources, and consideration on their company cars than the real greatest asset of any business: people. Early chapters explore motivation and organization culture; later, Vrancic examines the challenge of selecting the right people for your organization and developing those people to maximize their strengths. Through practical real-world examples built on respected theoretical foundations, readers will gain new insight into the dual role of both manager and leader.
And no, a manager and a leader are not the same thing.
From Dave Ulrich’s Foreword:
Ivica does a masterful job in this well written book of simplifying the complex requirements for business success. He offers metaphors and examples of how leadership and management skills both need to exist in a successful business. His insights are particularly helpful in that he adapts them to his experiences in Eastern Europe but shows how they would apply to businesses throughout the world.
The book does a wonderful job with simplicity and clarity. Ivica distils volumes of management ideas into digestible nuggets. He then brings in research from thought leaders with specific findings along with examples that bring his ideas to life. He also makes sure that the reader is responsible to manage the tensions or tradeoffs between leadership and management; between individuals and organizations. Creating and sustaining a successful business is not a linear progression following a how-to guide. Success comes from navigating a more complex set of choices. Ivica offers a thoughtful roadmap that can be used to help executives at any level of a company make informed choices about building a successful organization.
About Ivica
Ivica Vrancic is a Management Development and Human Resources consultant and trainer, and founder of Verantius, a company that provides Management Development and Human Resources consultancy and services. Since 2005, he has been acting as consultant, lecturer, trainer, individual and team coach for senior managers in Croatia and the countries in the region and wider in Europe (Serbia, Bosnia and Herzegovina, Slovenia, Bulgaria, Brussels) in the following areas: leadership, people management, change management, strategy, organizational culture, team work. Ivica Vrancic is a lecturer at Cotrugli Business School of the MBA and the Executive MBA, heading the Human Resources and People Management, and Leadership modules.
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