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Completing formal management development programmes does not usually carry a lot of weight in these circumstances.

The implications are clear: to learn and to progress, first recognize the key management and leadership challenges, get into the action, reflect upon and learn from your experiences – and be seen to have done so.

Now in its fifth edition, with a strong “how to”approach, this practical self-development book helps new and experienced managers improve their managerial performance.

It provides: A complete picture of the skills and competencies required of a manager from change management to coaching.

Especial thanks to Justine Pedler who, in 1985, toothcombed the first edition and took out the sexism, ethno- centricism and sundry other embarrassments.

Acknowledgements Pedler-0002/08/06 Page vii Pedler-0002/08/06 Page viii Introduction Part 1 Pedler-0121/07/06 Page 1 Pedler-0121/07/06 Page 2 This book, which is an aid to management self-development rather than a repository of facts and theories, is based on a simple fundamental premise: that any effective system for management development must increase the person’s capacity and willingness to take control over, and responsibility for, events – particularly for themselves and their own learning.

Whilst this is not a new concept, it is one that is not always recognized.

These include: • Networking • Finding a Mentor • Handling Conflict • Managing Upwards • Getting to a Yes • Collaborative Working • Planning Change • Being A Coach • Using Communication Tools “This has become one of the ‘must have’ books on any manager’s shelf.

Thought-provoking, insightful and focused on how to build practical management skills, it is bang up to date for the dilemmas that face managers today.” Chris Bones, Principal, Henley Management College “The message of this book is profound – and its framework for personal learning and development is effective.

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