Elizabeth Treher, PhD, has held technical leader roles in industry, government, and academia and has more than seventy publications and patents, including two books: The Pharmaceutical Business and Strategic Partnering. For the last twenty years, as CEO of The Learning Key, she has consulted with technology-based companies to develop curricula to build managerial and project leadership skills. David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness.Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.

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• PREFACE xiCHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS 1Transition Situations 1Manager or Scientist? An Attribute Inventory 6Manager–Scientist Inventory Score Sheet 10Interpretation 12Questions to Ask Yourself 12Transition Situations—Solutions 13References 14Bibliography 14CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE 17Motivation Situation 17What Motivates You? 18Why Is Motivation Important? 21Diagnosing Motivation 22Applying Theories about Motivation 22Motivation Situation—Solution 28References 29Bibliography 29CHAPTER 3 HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS 31Interpersonal Effectiveness—My Story 31The Myers–Briggs Type Indicator 32Using Type Effectively 34Applying Characteristics of Type 39Role of Emotions and Trust 43References 46Bibliography 46CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES 49Communication Situation 49Communication Patterns and Factors 50The AIDR Technique 55Focusing on Others—A Development Experiment 56Ask Questions 57Challenge Assumptions 58Email 58Email Guide 59Applying the MBTI 60Planning a Personal Communication Strategy 63Communication Situation—Suggestions 64References 64Bibliography 65CHAPTER 5 SECRETS TO MANAGING PERFORMANCE 67Performance Situation 67Setting Expectations and Goals 68Consider Personal Styles—Both Yours and Your Employee’s 71Managing Performance 74Performance Problem Solving 76Dealing with Performance Issues 76Managing a Performance Issue 77Distinguishing between Observations and Conclusions 78Performance Conversation Checklist 80Tackling Recurring Problems 81Performance Issue Linked to Technical Problems 81Managing Managers 83Suggested Answers for Distinguishing between Observations and Conclusions 86References 87Bibliography 87CHAPTER 6 INCREASING EFFECTIVENESS THROUGH DELEGATION 89Delegation Situation 89Delegation Choices 90Delegation Benefits 91Delegation Analysis 93Delegation Profile 95Planning for Delegation 96Styles of Delegation 97Relation of U/E to Delegation Style 101Delegation Checklist 102Delegation Using Type 104Temperaments 107Applying New Concepts and Skills 108Delegation Situation—Solution 109Delegation Choices—Suggestions 109References 110Bibliography 110CHAPTER 7 POINTS FOR SUCCEEDING AS A COACH 113Coaching Success 113Building Connections 114How Do Star Performers Network? 115Group Social Networks 115Challenging the Status Quo 117Looking Forward 121Suggestions for Development Activities 122Coaching Success—Solution 131References 132Bibliography 132CHAPTER 8 TECHNIQUES TO MANAGE GROUPS, TEAMS, AND MEETINGS 135Facilitation Situation 135Building Collaboration 136Role Clarification Activity 137Goal Clarification Activity 138Group Operating Principles or Norms 138Increasing Meeting Effectiveness 139Individual Autonomy versus Group Interdependence 140Decision Making 142Meeting Management Techniques 143Application: Your Own Meeting 147Facilitation Situation—Suggestions 149References 150Bibliography 151CHAPTER 9 CLUES TO FOSTER CREATIVITY AND INNOVATION 153Sam’s Dilemma 153Social and Educational Input on Creativity 154Raising the Bar for Creativity and Innovation 155Definitions: Creativity and Innovation 156Sam’s Dilemma—Resolved 166References 167Bibliography 168CHAPTER 10 POINTERS ON MANAGING PROJECTS AND DECISIONS 171Project Support 171So, What Can You Do? 173Learn the Basics of Project Management 173Understand and Take Advantage of Different Approaches to Project Planning 173Challenge What Does Not Make Sense 175Consider the Difference between Risk and Uncertainty 175Look for Ways to Improve Communication in Your Project 176Avoid Going for the Big Bang—Prioritize and Proceed Incrementally 177Be Assertive and Work to Kill a Project That Should Die 180Use Consensus Wisely and Make Timely Decisions 181Project Support—Suggestions 186References 187Bibliography 188CHAPTER 11 SUGGESTIONS FOR MANAGING UP 191Managing Up Stories 191Build Your Relationship 193Manage Communication 194Guidelines to Approach Your Boss 197Guidelines for Receiving Feedback 198Managing Up Stories—Resolved 201References 203Bibliography 204CHAPTER 12 LET’S USE IT RIGHT: A SUMMARY OF SUGGESTED APPROACHES 205References 215FIFTY-TWO-WEEK LEADERSHIP JOURNAL 217INDEX 315

Elizabeth Treher, PhD, has held technical leader roles in industry, government, and academia and has more than seventy publications and patents, including two books: The Pharmaceutical Business and Strategic Partnering. For the last twenty years, as CEO of The Learning Key, she has consulted with technology-based companies to develop curricula to build managerial and project leadership skills. David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness.Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.

Select Guide Rating

• PREFACE xiCHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS 1Transition Situations 1Manager or Scientist? An Attribute Inventory 6Manager–Scientist Inventory Score Sheet 10Interpretation 12Questions to Ask Yourself 12Transition Situations—Solutions 13References 14Bibliography 14CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE 17Motivation Situation 17What Motivates You? 18Why Is Motivation Important? 21Diagnosing Motivation 22Applying Theories about Motivation 22Motivation Situation—Solution 28References 29Bibliography 29CHAPTER 3 HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS 31Interpersonal Effectiveness—My Story 31The Myers–Briggs Type Indicator 32Using Type Effectively 34Applying Characteristics of Type 39Role of Emotions and Trust 43References 46Bibliography 46CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES 49Communication Situation 49Communication Patterns and Factors 50The AIDR Technique 55Focusing on Others—A Development Experiment 56Ask Questions 57Challenge Assumptions 58Email 58Email Guide 59Applying the MBTI 60Planning a Personal Communication Strategy 63Communication Situation—Suggestions 64References 64Bibliography 65CHAPTER 5 SECRETS TO MANAGING PERFORMANCE 67Performance Situation 67Setting Expectations and Goals 68Consider Personal Styles—Both Yours and Your Employee’s 71Managing Performance 74Performance Problem Solving 76Dealing with Performance Issues 76Managing a Performance Issue 77Distinguishing between Observations and Conclusions 78Performance Conversation Checklist 80Tackling Recurring Problems 81Performance Issue Linked to Technical Problems 81Managing Managers 83Suggested Answers for Distinguishing between Observations and Conclusions 86References 87Bibliography 87CHAPTER 6 INCREASING EFFECTIVENESS THROUGH DELEGATION 89Delegation Situation 89Delegation Choices 90Delegation Benefits 91Delegation Analysis 93Delegation Profile 95Planning for Delegation 96Styles of Delegation 97Relation of U/E to Delegation Style 101Delegation Checklist 102Delegation Using Type 104Temperaments 107Applying New Concepts and Skills 108Delegation Situation—Solution 109Delegation Choices—Suggestions 109References 110Bibliography 110CHAPTER 7 POINTS FOR SUCCEEDING AS A COACH 113Coaching Success 113Building Connections 114How Do Star Performers Network? 115Group Social Networks 115Challenging the Status Quo 117Looking Forward 121Suggestions for Development Activities 122Coaching Success—Solution 131References 132Bibliography 132CHAPTER 8 TECHNIQUES TO MANAGE GROUPS, TEAMS, AND MEETINGS 135Facilitation Situation 135Building Collaboration 136Role Clarification Activity 137Goal Clarification Activity 138Group Operating Principles or Norms 138Increasing Meeting Effectiveness 139Individual Autonomy versus Group Interdependence 140Decision Making 142Meeting Management Techniques 143Application: Your Own Meeting 147Facilitation Situation—Suggestions 149References 150Bibliography 151CHAPTER 9 CLUES TO FOSTER CREATIVITY AND INNOVATION 153Sam’s Dilemma 153Social and Educational Input on Creativity 154Raising the Bar for Creativity and Innovation 155Definitions: Creativity and Innovation 156Sam’s Dilemma—Resolved 166References 167Bibliography 168CHAPTER 10 POINTERS ON MANAGING PROJECTS AND DECISIONS 171Project Support 171So, What Can You Do? 173Learn the Basics of Project Management 173Understand and Take Advantage of Different Approaches to Project Planning 173Challenge What Does Not Make Sense 175Consider the Difference between Risk and Uncertainty 175Look for Ways to Improve Communication in Your Project 176Avoid Going for the Big Bang—Prioritize and Proceed Incrementally 177Be Assertive and Work to Kill a Project That Should Die 180Use Consensus Wisely and Make Timely Decisions 181Project Support—Suggestions 186References 187Bibliography 188CHAPTER 11 SUGGESTIONS FOR MANAGING UP 191Managing Up Stories 191Build Your Relationship 193Manage Communication 194Guidelines to Approach Your Boss 197Guidelines for Receiving Feedback 198Managing Up Stories—Resolved 201References 203Bibliography 204CHAPTER 12 LET’S USE IT RIGHT: A SUMMARY OF SUGGESTED APPROACHES 205References 215FIFTY-TWO-WEEK LEADERSHIP JOURNAL 217INDEX 315