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These are the 5 key guides we recommend to help you re-focus your personal and career development:
Manage Your Own Performance
Making Change Personal
Managing from Strength to Strength
Managers Make the Difference
Re-defining Middle Management
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Read more by clicking on the links below. Each e-guide can be purchased individually but choose all 5 as a Personal Development Bundle and pay half-price!
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We’ve bundled together these five PDF e-guides. At half the normal price they’re a great investment in your personal and career development! Read the guides in this order and use the tools in each. Then plan, set and achieve your personal and career development goals. Together the bundle contains: 5 pdf guides, 125 pages, 26 tools, for half price!
Making Change Personal
Managing change is no easy task. How can managers implement change, given that it’s not always well received?
When a change is proposed in the workplace, almost invariably our first thoughts are of how it might affect us. From the very start, change seems to be personal. So our own initial...
Performance management isn’t just about helping others to perform, it’s also about how you perform.
So if you want to improve their performance, you need to ensure your own is up to the task! Few things are more important than developing your own management skills. It’s one area that really shouldn’t be left...
How do the best managers create happy, high-performing workplaces?
Some might say it’s one of management’s best-kept secrets. But it needn’t be – the answer is in this guide! What makes the most effective contribution to good performance? The combination of individual strengths. Simple? It should be but what we intuitively...
The evidence shows us that good managers can – and do – make a significant difference to performance.
This applies to the performance of individuals, and teams and even to entire organisations. It may be relatively easy to summarise what makes a good manager, but what makes a great manager? Perhaps...
Middle managers have received a bad press. Several surveys point to difficulties in the “middle” of an organisation.
How would you define your middle management – entrenched, enriched, encircled, expanding? With questions about the effectiveness of middle managers, are they on borrowed time? Or, have we made their jobs impossible –...