Supervisory training teaches you about a lot of things you should do, such as how to prepare a performance appraisal, conduct a meeting, divide up work, or manage your time. What it usually leaves out are all the things you shouldn’t do—the subtle and not-so-subtle mistakes in managing people that could haunt you the rest of your career. Now there’s a comprehensive, instant-answer guide to avoiding over 100 of the most common mistakes made by managers that no business course ever told you about. This valuable career-enhancing guide details where the pitfalls lie, so you can avoid them more easily, as well as how to recover from a mistake quickly and prevent it from happening again. You’ll discover how to avoid such management blunders as: • Not having clear objectives • Delegating the wrong jobs • Being defensive to criticism • Ignoring office politics • Taking on risky projects with little payoff • Solving performance problems with new technology • Getting caught up in the rumor mill • Letting other managers steal away your staff • And much more! Armed with this guide, you don’t have to complete an entire managerial career realizing your mistakes only after you had to suffer the consequences. You’ll know exactly what to do and say in virtually any delicate business situation . . . and boost your success in the process.

Nonprofits are some of the scrappiest organizations you’ll ever experience. In many respects, they resemble start-ups. Think about it. Small groups (generally) of highly dedicated, focused believers coming together to achieve something greater than they could ever achieve on their own. They’re often cash-strapped, moving faster than their infrastructures can keep up with, and frequently learning and adapting as quickly as they can. The majority of nonprofit staff are able to do so much good with so few resources. The general public has come to expect nonprofits to behave this way. But one thing I’ve noticed is that unlike the corporate sector, there is little in the way of generally accepted “best practices” across the nonprofit sector. This results in organizations that serially make mistakes — often resulting in detrimental impacts to their staff, their donors, their revenue, and ultimately to the achievement of their mission. In 101 Biggest Mistakes Nonprofits Make and How You Can Avoid Them, you’ll hear directly from industry veterans who have over 300 years of combined experience inside nonprofit organizations and leading consulting firms serving nonprofits. They are experts in strategic planning, government relations, leadership, finance and administration, program development, marketing, and philanthropy. Contrary to what the title might suggest, this book is NOT an admonishment of the nonprofit sector and those who make their career within it. Far from it. I know that one of the least-funded areas in the nonprofit sector is staff training and development. That is at the core of what brought me to envision this book, to assemble this group of expert contributors, and to bring this work to market. Everyone makes mistakes, whether you work in the nonprofit sector, the commercial sector, or anywhere in between. In the corporate sector there are entire industries designed to provide coaching and teaching at all levels of an organization, even customized to market niches. These industries help teach leaders how to improve and do their jobs at the highest possible levels. There are also plenty of works outlining best practices in strategy, design, staffing, leadership, management, finance, etc. Roadmaps, if you will, to help corporate executives, leaders, and individual contributors avoid costly mistakes and maximize impact for their customers and businesses. The same can’t yet be said for the nonprofit sector. In this book I’ve compiled the 101 biggest mistakes that cost nonprofits the most, and given you expert recommendations to help you avoid making these mistakes yourself.

Here's a very surprising statistic: Within the first 18 months on the job, 40 percent of all management newcomers fail by either getting fired, quitting, or receiving a bad review, according to Manchester Inc., a business consulting group. Some first-timers are overwhelmed by their newfound power while some are weighed down by the responsibility. But for most, the overriding concern is to avoid personal failure. Topics include: what it takes to be a manager, how to take charge, how to establish your authority, earn respect and credibility, deal with social issues, how to be a leader, gain the cooperation and commitment of others, manage yourself, interview tips, set realistic goals, coaching skills, creative problem solving, sexual harassment guidelines, how to manage multiple projects and assignments, how to delegate effectively, successful meetings, communication barriers, dealing with interruptions, developing self-confidence, turning around unacceptable performance, dealing with stress, how to write effectively and clearly, how to effectively use e-mail, employees that complain or are disagreeable, and hundreds more.

Libraries are integral parts of communities, and patrons have visited them in record numbers over recent years. According to the American Library Association, 64 percent of people surveyed in the United States have visited their local libraries in the past year. Branch librarians especially are striving to meet the various needs of their communities—in addition to books and Internet access, many branch libraries have videos, books on tape and CD, DVDs, and even art prints available to their patrons. This handbook covers a wide variety of issues that the branch librarian must deal with every day. Chapters are devoted to mission statements (the Dallas Public Library and Dayton Metro Library mission statements are highlighted as examples), library systems, boards of trustees, friends of libraries, administration, bosses, professionalism, professional organizations, time management, effective supervision, staffs, security guards, computer databases, courier services, branch management, collection development, service desks, homeschoolers, Spanish-speaking patrons, homeless patrons, problem patrons, community, programming, and outreach.

The Other Side of the Desk explores the world of the principal with stories that capture readers' attention and moves them through the daily life of a school leader. Humorous and heart-wrenching memories fill each page as the author retells the stories that challenged her and affected her daily life as the principal of an elementary campus. Tareilo's experiences as a principal ranged from dealing with difficult teachers and parents to stories that will touch the lives of any educator. She reveals the working world of the principal in a clear, and sometimes frank, language with the intent to bolster and support newly positioned principals and reignite the leadership fire for those with many years of experience. From beginning to end, The Other Side of the Desk invites readers into a leadership experience that will have them laughing, crying, and believing that they too can make a difference in the lives of children.

101 THINGS I LEARNED® IN BUSINESS SCHOOL will cover a wide range of lessons that are basic enough for the novice business student as well as inspiring to the experienced practitioner. The unique packaging of this book will attract people of all ages who have always wondered whether business school would be a smart career choice for them. Judging by the growing number of people taking the GMATs (the entrance exam for business school) each year, clearly more people than ever are thinking about heading in this direction. Subjects include accounting, finance, marketing, management, leadership, human relations, and much more - in short, everything one would expect to encounter in business school. Illustrated in the same fun, gift book format as 101 THINGS I LEARNED® IN ARCHITECTURE SCHOOL, this will be the perfect gift for a recent college or high school grad, or even for someone already well-versed in the business world.

A project manager who doesn't make mistakes is a project manager who never progresses. Making new mistakes is a sign of growth and advancement. However, repeating past errors or failing to learn from those made by others is a definitive path to sabotaging one’s career. Explore this rigorously researched compilation of 101 mistakes that project managers routinely commit across domains, industries, and cultures, and understand the “why's” and “how not's” of each of these mistakes. You will be better equipped to scrutinize those mistakes you may make without realizing. While there are many books that tell you “what to do” when it comes to project management, this is the only book that tells you “what not to do”. This compilation would help project managers, function heads, project leaders, sponsors and senior management / leadership engaged in the world of project and program management.