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.

“It is the kind of book that I wish I had had access to when I was starting my career – it would certainly have saved me a lot of time and trouble!”Sir Anthony Cleaver, MA FBCS CCMI  “Extremely important knowledge presented in a way that it highly readable, instantly digestible and can be put straight into action in the workplace – this is the stuff you wish you’d known when you were starting out."Marian Lauder MBE FCMI, Director Alto42 Ltd  “This is one of the most accessible and useful management books that I have come across in twenty years on management book reviewing. It is relevant to all levels of managers from those starting out to exceptional practitioners and is highly recommended.”Andrew May, FIC CMC FCMI

• 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

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.

“It is the kind of book that I wish I had had access to when I was starting my career – it would certainly have saved me a lot of time and trouble!”Sir Anthony Cleaver, MA FBCS CCMI  “Extremely important knowledge presented in a way that it highly readable, instantly digestible and can be put straight into action in the workplace – this is the stuff you wish you’d known when you were starting out."Marian Lauder MBE FCMI, Director Alto42 Ltd  “This is one of the most accessible and useful management books that I have come across in twenty years on management book reviewing. It is relevant to all levels of managers from those starting out to exceptional practitioners and is highly recommended.”Andrew May, FIC CMC FCMI

• 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