Lesson 30: Holding People Accountable By Using Influence

It's Okay to Be the Boss

READ FIRST: User's Guide
Resource: All Lesson Key Takeaways
Resource: Worksheets for Managers
Lesson 1: The Undermanagement Epidemic -- The Eight Costs (2:12)
Lesson 2: The Top Seven Management Myths (2:30)
Lesson 3: The Myth of Empowerment (1:31)
Lesson 4: The Myth of Fairness (0:45)
Lesson 5: The Myth of the Jerk Boss (3:48)
Lesson 6: The Myth of the Difficult Confrontation (2:10)
Lesson 7: The Myth of Red Tape (1:30)
Lesson 8: The Myth of the Natural Leader (2:50)
Lesson 9: The Myth of Time (2:33)
Lesson 10: Eight Steps Back to the Fundamentals of Management (1:24)
Lesson 11: Get in the Habit of Managing People Every Day (1:40)
Lesson 12: The Four Good Reasons for a Team Meeting (1:47)
Lesson 13: What Is High-Structure and High-Substance? (2:08)
Lesson 14: If You Have Too Many Employees to Manage (1:53)
Lesson 15: Managing Is Like Staying in Shape (1:35)
Lesson 16: Six Good Questions Help Customize Your Management Approach (2:38)
Lesson 17: Who Is This Person? (1:24)
Lesson 18: Why? (1:35)
Lesson 19: What? (1:20)
Lesson 20: How? (1:36)
Lesson 21: Where? (2:02)
Lesson 22: When? (2:33)
Lesson 23: The Manager's Landscape (3:10)
Lesson 24: Learn to Talk Like a Performance Coach (1:57)
Lesson 25: Start Asking the Right Questions (1:20)
Lesson 26: Master the Technique of "Describing Language" (2:16)
Lesson 27: Make Accountability a Process, Not a Slogan (2:30)
Lesson 28: Holding People Accountable Through Interdependence (2:02)
Lesson 29: Holding People Accountable Who Answer to Multiple Bosses (1:40)
Lesson 30: Holding People Accountable By Using Influence (2:09)
Lesson 31: Be Honest, You're Requiring More of People (1:17)
Lesson 32: When You, the Manager, Are New to the Team (1:50)
Lesson 33: Creating Accountability When Managing Peers and Friends (2:02)
Lesson 34: Holding Employees Accountable When They Have Greater Expertise Than You Do (2:11)
Lesson 35: Make Expectations Clear Every Step of the Way (1:52)
Lesson 36: The Difference Between Broad Performance Standards and Expectations (1:25)
Lesson 37: Checklists Are Tools of Clarity (3:07)
Lesson 38: Real Micromanagement (1:42)
Lesson 39: Delegation Is the True Art of Empowerment (3:09)
Lesson 40: Even Creative Assignments Have Parameters (2:14)
Lesson 41: Keep Track of Your Employees Every Step of the Way (0:56)
Lesson 42: The Five Ways to Monitor Employees (5:19)
Lesson 43: What Gets Measured and What Should Get Measured? (2:15)
Lesson 44: Coaching on Tangible or Intangible Problems (1:32)
Lesson 45: Keep Track in Writing (1:22)
Lesson 46: Four Reasons to Keep Track in Writing Every Step of the Way (1:50)
Lesson 47: How to Track Performance in Writing (2:54)
Lesson 48: Solve Small Problems Before They Turn into Big Problems (3:20)
Lesson 49: Focus on the Behavior You Want People to Start Doing (1:50)
Lesson 50: Ongoing Performance Problems -- Is It Me, or Is It You? (1:44)
Lesson 51: Are Ongoing Performance Problems a Matter of Ability, Skill, or Will? (2:20)
Lesson 52: Four Reasons You Must Fire Low Performers (1:56)
Lesson 53: Do More for Some People, and Less for Others, Based on Performance (2:43)
Lesson 54: Be Flexible and Generous with Your Employees (2:02)
Lesson 55: Three Principles of Rewarding Employees -- Control, Timing, and Customization (2:57)
Lesson 56: Five Non-Financial Rewards That People Want (4:07)
Lesson 57: Prepare Yourself to Be a Better Manager (4:18)
Lesson 58: Prepare Logistically to Be a Better Manager (2:40)
Lesson 59: Management Change Has to Be Good News (3:01)
Lesson 60: Stay Flexible -- Revise and Adjust Every Step of the Way (2:04)