Bruce Tulgan – författare

Do you feel you don''t have enough time to manage your people?

Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?

Do you have some great employees you really cannot afford to lose?

Do you secretly wish you could be more in control but don''t know where to start?

Managing people is harder and more high-pressure today than ever before. There''s no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also won''t work hard for vague promises of long-term rewards. They look to you—their immediate boss—to help them get what they need and want at work.

How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless they really need you. After all, you don''t want to "micromanage" them and don''t have the time to hold every employee''s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work . . . which leaves even less time for managing people . . . which opens the door for even more problems!

In It''s Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in corporate America—an undermanagement epidemic affecting managers at all levels of the organization and in all industries—and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly. Now that''s how you set employees up for success and help them earn what they need. Tulgan opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people. His message: It''s okay to be the boss. Be a great one!

The It''s Okay to Be the Boss: The Management Workshop leads you through a series of eight back-to-basics techniques that clearly show how to develop the skills that will enhance your management abilities and help you

Build relationships of trust and confidence with employees

Delegate tasks, responsibilities, and projects

Keep employees focused and moving in the right direction

Increase productivity, quality, retention of high-performers, and turnover among low-performers

Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees

It''s Okay to Be the Boss:The Management Workshop will help you incorporate into your daily routine the time-tested management techniques that spell success—tracking employee performance, correcting failure, and rewarding success.

The It''s Okay to Be the Boss: The Management Workshop leads you through a series of eight back-to-basics techniques that clearly show how to develop the skills that will enhance your management abilities and help you

Build relationships of trust and confidence with employees

Delegate tasks, responsibilities, and projects

Keep employees focused and moving in the right direction

Increase productivity, quality, retention of high-performers, and turnover among low-performers

Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees

It''s Okay to Be the Boss:The Management Workshop will help you incorporate into your daily routine the time-tested management techniques that spell success—tracking employee performance, correcting failure, and rewarding success.

Get what you need from your boss

In this follow-up to the bestselling It''s Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work.

A novel approach to managing up, It''s Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers.

Get what you need from your boss

In this follow-up to the bestselling It''s Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work.

A novel approach to managing up, It''s Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers.

For more than twenty years, management expert Bruce Tulgan has been asking, “What are the most difficult challenges you face when it comes to managing people?”

Regardless of industry or job title, managers cite the same core issues—27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few.

It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication.

The real problem is that most managers are “managing on autopilot” without even realizing it—until something goes wrong. And if you are managing on autopilot, then something almost always does.

The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable.

For every workplace problem—even the most awkward and difficult—The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout.

The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you’ll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face. 

For more than twenty years, management expert Bruce Tulgan has been asking, “What are the most difficult challenges you face when it comes to managing people?”

Regardless of industry or job title, managers cite the same core issues—27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few.

It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication.

The real problem is that most managers are “managing on autopilot” without even realizing it—until something goes wrong. And if you are managing on autopilot, then something almost always does.

The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable.

For every workplace problem—even the most awkward and difficult—The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout.

The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you’ll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face. 

Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new ''second-wave'' Millennials, those Tulgan refers to as ''Generation Z,'' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce.

Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This book shows how to become a savvy employer and. . . 

It''s not your imagination—Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials'' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.

Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new ''second-wave'' Millennials, those Tulgan refers to as ''Generation Z,'' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce.

Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This book shows how to become a savvy employer and. . . 

It''s not your imagination—Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials'' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.

Learn the secrets of managing a unique and productive generation

In the newly revised third edition of Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent, renowned management trainer and business advisor Bruce Tulgan reimagines how to engage with, develop, and retain millennial employees in a time of deep economic disruption. The book offers step-by-step best practices for getting millennials onboard and up-to-speed. You’ll learn how to provide them with the context they lack, teach them how to manage themselves and how to be managed, and turn the very best into new leaders.

In the book, you’ll also find:

An essential handbook to maximizing the considerable potential of the millennial generations, Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent will earn a place in the libraries of executives, managers, HR professionals, and other business leaders interested in getting the most out of each and every one of their employees.

Learn the secrets of managing a unique and productive generation

In the newly revised third edition of Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent, renowned management trainer and business advisor Bruce Tulgan reimagines how to engage with, develop, and retain millennial employees in a time of deep economic disruption. The book offers step-by-step best practices for getting millennials onboard and up-to-speed. You’ll learn how to provide them with the context they lack, teach them how to manage themselves and how to be managed, and turn the very best into new leaders.

In the book, you’ll also find:

An essential handbook to maximizing the considerable potential of the millennial generations, Not Everyone Gets a Trophy: How to Bring Out the Best in Young Talent will earn a place in the libraries of executives, managers, HR professionals, and other business leaders interested in getting the most out of each and every one of their employees.

Nurture and develop well-rounded team players by focusing on soft skills development

People entering the professional world are better educated than ever before. Their technical skills are often off-the-charts, helping them make short work of even the most challenging tasks. At the same time, however, many of these very same people lack soft skills we’ve often taken for granted.

In the newly revised second edition of Bridging the Soft Skills Gap: How to Teach the Missing Basics to the New Hybrid Workforce, veteran business advisor, speaker, and consultant Bruce Tulgan delivers a practical and incisive roadmap to developing crucial professionalism, critical thinking, and teamwork skills. You’ll also find:

An essential leadership handbook for executives, managers, and other business leaders, Bridging the Soft Skills Gap is a must-read resource for human resources professionals, team leaders, and front-line employees who deal with promising, but unpolished, talent.

Nurture and develop well-rounded team players by focusing on soft skills development

People entering the professional world are better educated than ever before. Their technical skills are often off-the-charts, helping them make short work of even the most challenging tasks. At the same time, however, many of these very same people lack soft skills we’ve often taken for granted.

In the newly revised second edition of Bridging the Soft Skills Gap: How to Teach the Missing Basics to the New Hybrid Workforce, veteran business advisor, speaker, and consultant Bruce Tulgan delivers a practical and incisive roadmap to developing crucial professionalism, critical thinking, and teamwork skills. You’ll also find:

An essential leadership handbook for executives, managers, and other business leaders, Bridging the Soft Skills Gap is a must-read resource for human resources professionals, team leaders, and front-line employees who deal with promising, but unpolished, talent.

What''s the secret to being indispensable--being a true go-to person--in today''s workplace?

With new technology, flatter organizations, far-flung virtual teams, and constant change, getting things done at work is tougher and more complex than ever. We''re in the midst of a collaboration revolution--but sometimes it feels more like a meltdown.

Managers and executives are trying harder than ever to keep up and stay effective, relying on cross-functional coordination, better planning and resource sharing, simplified processes, and speeded-up work. It''s a herculean challenge, and people are struggling. Overcommitment grows and burnout looms.

But even amid the seeming chaos of the matrix organization--where you are constantly being asked to do things by people who aren''t your boss, and where you must ask things of others who don''t report to you--there is always that special person who seems indispensable, who seems to thrive on complexity, and who is able to stay focused and positive and get the right things done: This is the go-to person.

In this game-changing yet practical book, talent guru and bestselling author Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organizations, Tulgan shows how go-to people not only behave differently, but also think differently, basing their decisions and actions on their own personal influence rather than on any formal designation of authority. At the heart of the go-to person''s unique credo are the basics of "the ask" and the response--a powerful reimagining of how to say yes and when to say no.

Nearly a century ago, Dale Carnegie''s classic How to Win Friends and Influence People propelled millions of readers up the ladder of success. Now, in a world of work where you truly need to interact with everybody, Tulgan provides the new must-read guidebook for achieving real influence and learning to thrive when the guardrails of traditional management are pulled away.

Balance being a leader with being an individual contributor.

Collaborator. Communicator. Creator. Coach. Conduit. The pandemic, and the resultant ever-evolving landscape of hybrid work, highlighted that we''re asking more of our mid-level managers than ever. You balance leading your team with maintaining your high-level individual performance. You provide feedback and coaching, support your people through tough times, field requests large and small, and communicate in every direction. Mid-level managers are the key to managing a hybrid workforce, leading innovation, managing talent, and helping your organization—and its people—adapt to our changing world.

If you read nothing else on being an effective mid-level manager, read these 10 articles by experts in the field. We''ve combed through hundreds of Harvard Business Review articles and selected the best ones to help you manage up and down, interpret and distill important messages, lobby for time and resources for key projects and players, and lead change—all while getting things done.

This book will inspire you to:

HBR''s 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR''s 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.