Richard Newton is a skilled executive with 25 years experience in both line management and consultancy roles, across a range of sectors. He has degrees in mechanical engineering and economics and diplomas in software engineering and philosophy. Richard founded the company Enixus in 2005 to provide consultancy and interim management services. He has worked around the world and has written 7 books to date, including the FT Briefing on Change Management; The Management Consultant and The Project Manager’s Book of Checklists.

• PART 1 YOU – A MANAGER?
• The accidental manager
• The things managers do
• Success, happiness and the management career
• Picturing your role
• PART 2 THE TEAM
• The team starts with you
• Assembling the team
• What does your team want from you?
• The ever-changing shape of the team
• PART 3 CREATING YOUR ROLE
• Deciphering your boss
• The imperfect boss
• Think networks, not hierarchies
• Creating your role
• PART 4 THE WORKING TEAM
• Marching to the same tune
• Cutting up the cake
• Coach or controller?
• No team is an island
• PART 5 THE PRODUCTIVE TEAM
• Engaging and motivating the team
• Keeping on track
• Entitlement and fairness: reasonableness and imbalances
• The curse and delight of meetings
• PART 6 THE WORKING MANAGER
• The crunch: making decisions
• Are you really prioritising?
• Problems, barriers and conflicts
• Dealing with change
• PART 7 THE SOPHISTICATED MANAGER
• The myths of management science and predictable futures
• Taking risks as a manager
• Learning from the stoics
• Language as a tool
• PART 8 THE COMPLETE MANAGER
• What is a good job as a manager?
• What else do you need to do?
• Rights, wrongs, ethics and behaviour
• Excelling in your career
• PART 9 THE DEVELOPING MANAGER
• Help is at hand
• Reaching externally
• The tools for the job
• Using your annual appraisal
• Conclusion
• Index