Frank Uncovers Excellence in Leadership

© Copyright Frank D. Kanu 2000-2008

Stop Telling… Start Leading!
The Art of Managing People by Asking Questions
is the result of a focus study with managers to find the best title possible for my book.

Still, comments about the title range from horrible to fantastic.

What do you think?

And what do you do when you like or dislike the title of a book?

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© Copyright Frank D. Kanu 2000-2008

Yesterday I talked with a deeply disappointed student. She has to re-do her term-paper. Why? Because what she did is too good. Her professor told her she will get zero points if she doesn’t do it again. And it must be worst than the original one.

Unbelievable!

What signal is this “teacher” sending? One that mediocrity rules, right?

Do companies really need more employees who will not even try to give their best—because their “teachers” already took care of destroying that habit…

What are you going to tell that student? Continue writing good papers and fail—or get mediocre and passing.

I am sorry, but if a “teacher” wants students to become mediocre—that person should leave school. Yesterday.

(PS: My manners do not allow me to say what I really think of that “teacher“.)

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© Copyright Frank D. Kanu 2000-2008

It’s obvious that I just finished writing a book about managing people (do you really need me to link to all the postings about it?).

Some know that I am working now—besides promoting my other book—on a book about ethics. A hot enough topic to burn more then just the fingers… What I find rather annoying is the amount of people contacting me that they want to be a co-author. They do not know my writing style—without reading what I write—how would they? And—even more annoying—99% of them disappear the moment I am asking them to do some work; to show me something…

I am still researching—if you have a story to share or would like to just vent about ethics and how they have changed over the last few years…

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© Copyright Frank D. Kanu 2000-2008

Found on Yahoo News Germany:
Skillfully—but not intended: A truck placed itself in such a way on the snow-covered roads of Martigny in Switzerland that it perfectly blocks the whole street.

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© Copyright Frank D. Kanu 2000-2008

"This is an outstanding book on leadership and its relationship to management…."
	This is an outstanding book on leadership and its relationship to management, teamwork, responsibility and more.  I highly recommend it to anyone who wants to improve their leadership skills. Dr. Ivan Misner Founder of BNI Author of Masters of Success and Masters of Networking

"Managing in 2005 is very different than managing in 1995…."
	Managing in 2005 is very different than managing in 1995.  You are expected to do more with less; technology is part of managing, and people have more distractions at work (internet, cell phones, instant messaging). Frank takes a fresh look at how to manage and motivate teams. Derek J. Kottke Principle, Sales Partners Group

"Frank’s book, Stop Telling… Start Leading!, adds valuable intellectual real estate…."

Frank’s book, Stop Telling… Start Leading!, adds valuable intellectual real estate to a field that is frequently populated by pontificators. Here we finally have a book that makes you stop, ask questions about yourself, your qualifications and habits as a manager and leader. Further, it makes you enumerate these qualifications and habits, thereby providing the basis for personal growth. None of us is as good as we want to believe and we only grow when we ask the right questions about ourselves, and then act on the true answers. My recommendation is not simply to buy this book, but to read and use this book regularly. Mark Amtower Partner, Amtower & Company Author of Government Marketing Best Practices

"Frank is the master of asking questions. Frank will change you and make you grow,…."
	Frank is the master of asking questions. Frank will change you and make you grow, some of the change you will like, other parts you will not like. But change you he will and change is good, you can only grow from change, good or bad. Thomas Power Non-Executive Director at QXL Ricardo plc, Non-Executive Director at Insightexec - BTplc, Chairman at Ecademy

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© Copyright Frank D. Kanu 2000-2008

This book is divided into seven steps:

Step 1: What Is Management?

Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones.

Step 2: Know the Sins

As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like “Demand and Encourage,” “Ignore Standards,” “Tolerate Negligence” or “Let Everything Go Uncontrolled.” You’ll learn about a manager who punished underperforming employees with a whip.

Step 3: Take Responsibility

Managers need to understand that taking responsibility means standing up for their employees. But employees need to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don’t.

Step 4: What Do You Pay?

A bonus is worth more than a thousand words. Bonuses don’t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal.

Step 5: Make Your Team Work

Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a “reputation” and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team?

Step 6: Change, Growth and Trust

During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not).

Step 7: Bring the Fun to Work

Having fun can’t be a requirement, but it’s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.

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© Copyright Frank D. Kanu 2000-2008

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© Copyright Frank D. Kanu 2000-2008

I already talked about time management before. Time is a unique resource. There isn’t any more of it. Each of us already has all the time there is, yet few of us have enough.
So, to get “more” time, it is important to learn to make better use of time; being more productive. Do you know

• how to use time and not abuse it?
• how to set priorities?
• the difference between urgent and important work?
• how to speed read?
• how to speed sleep?
• how to handle procrastination?
• how to handle correspondence, the phone, visitors, meetings?

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