The 2R Manager: When to Relate, When to Require, and How to Do Both Effectively
June 2002, Jossey-Bass
Managers have naturally either a Relating or a Requiring style. Those who naturally require are weaker at relating---sometimes much weaker---and vice versa. The best managers possess the ability to do both well and know when to choose one over the other. Most managers miss opportunities. Some try to be their employee's friend when they need to be setting priorities and deadlines. Others, thinking they have the answers, miss getting new ideas and destroy their employees motivation. Having the ability to relate and require is fundamental for effective managing.
Whether you want to improve how you now manage people or create a management-training alternative that can help reduce time and costs, you will find what you're looking for in The 2R Manager.
1. 2Rs Are Better Than 1.
Part One: Self-Assessment.
2. Identifying Your Natural Style.
3. About-Right Requiring for Requirers.
4. About-Right Relating for Relaters.
Part Two: Style Familiarity.
5. Identifying Your Specific Type.
6. Getting Unstuck.
Part Three: Increasing Versatility.
7. Versatility-Fostering Beliefs.
8. Requiring for Relaters.
9. Relating for Requirers.
10. When to Relate,When to Require.
Part Four: Situational Implementation.
11. Maintaining a 2R Perspective.
12. Getting Started.
13. The Benefits: For You, Your People, and Your Organization.
More Resources for the 2R Manager.
About the Author.
Contacting the Author.
"As a coach and trainer for thousands of managers, I find the 2R approach to be one of the most exciting new ideas around. This book is guaranteed to provide insights to managers of all ages and experience levels." --Lynn Trautmann, cofounder, Collabora Consulting Group, a training consulting firm
"When the former CEO of a highly successful organization writes a book about people management fundamentals, it's no accident&neither is effective leadership at any level. The 2R Manager provides managers personalized roadmaps to success; and for new managers it's a good first look at what really counts in leading others. Not a bad payback for an easy read." --Randy MacDonald, senior vice president, human resources, IBM Corporation