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Moxie for Managers: The Secret to Evolving from Manager to Leader Paperback – July 1, 2011

4.9 out of 5 stars 17 customer reviews

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Product Details

  • Paperback: 354 pages
  • Publisher: Fish Head Publishing (July 1, 2011)
  • Language: English
  • ISBN-10: 0979585716
  • ISBN-13: 978-0979585715
  • Product Dimensions: 6.1 x 0.7 x 9.2 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (17 customer reviews)
  • Amazon Best Sellers Rank: #1,874,570 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Joanna D. #1 HALL OF FAMETOP 10 REVIEWERVINE VOICE on December 1, 2011
Format: Paperback
This book in a way has some sad truths; the average office is a sea of mediocrity, with people who are passively or actively trying to pull you down. There may be situations and management that are not actively helping you to be successful. This book, Moxie for Manages, gives some basic tenets about people's motivations and examples and ideas to model for success in helping people to do their best even when the situation is not the best.

The tenets really caught my eye, the first one especially. It is:

"We all think the world revolves around us." Oh my goodness, I have to remember that every day when dealing with people. We are the center of our circle, and likewise, the person you are dealing with is the center of THEIR circle, and unless you are a part of their inner circle, you touch them on a tangent point at best. This is very deep advice, and I recommend you ponder on it when you deal with people. You are touching them at one point on their circumference--how are you going to influence them?

The next tenets give you a clue: We are dying to make a difference, we want to be winners, we all want control, we want to feel important, we want respect, admiration and appreciation. These five tenets actually all say the same thing, in a different way; as the center of their circle, people want to be recognized and appreciated. The moxie manager can use that basic principle of human psychology to motive, drive and implement their plan, and so the examples follow to illustrate how that was done in some challenging situations.

This book covers difficulties you, as a manager, especially a new manager, are going to face (what if you are now managing the persons who were rejected for your job?)

This is easy, interesting reading, and I think it would be helpful to anyone in the thankless task of middle management, or anyone taking over a firm who faces deep challenges in becoming successful as a leader.
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Format: Kindle Edition Verified Purchase
I have been in positions of leadership from the military, private sector, and now government. This is the best book on leadership I have ever read. It is realistic, inspiring and has given me my moxie back. My mentor recommend I read this book and wow I am so thankful. Ms. Tardy thank you for capturing the true essence of leadership and having fun doing it.
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Format: Paperback Verified Purchase
A great read that you can not only consume for development as a leader. It is also one of those toolbox books you can refer back to frequently when encountering a leadership challenge during your day. Go back that evening and refer to your reading to develop and action plan for making your unit or organization more effective. Tools to deal with interpersonal relationships, a demanding boss, and that employee that you would love to get rid, but can't, just yet.
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Format: Paperback
When I read something and make notations on a lot of pages, that's a good sign that I'm liking it . . . that was certainly the case with MOXIE FOR MANAGERS (Fish Head Publishing) by Ann Tardy--founder and chief catalyst of her own company, LifeMoxie.

The author promises in her subtitle to share THE SECRET TO EVOLVING FROM MANAGER TO LEADER.

She delivers on this promise, too, with page after page of useful tips that can best be summarized by this one:

* If you want to be a moxie manager, your objective must be to make people as successful as possible; not to make yourself, your company, or your shareholders as successful as possible. Just people. When you serve people's success first, your success will be guaranteed and exponential. This is the key to moxie leadership. It is incredibly challenging, but unbelievably fulfilling.

In addition, I liked Tardy's explanation of something called the Second Question:

* As the Second Question. My good friend Cherryll Sevy introduced me to her theory of the "Second Question." Most people ask one question and then hijack the conversation with their own story, similar experience, or commentary. For instance, typical people may ask the standard first question, "What do you do?" When they hear the answer, they instantly jump in with, "That's interesting. I have a friend who does that." Or "I used to do that." Or some comment like, "I bet the market has not been good for you."

The self-confident, self-assured person does not need to entertain, impress, and be interesting. Instead they focus on being interested and connecting with the other person by staying interested in them. People who are committed to connecting always ask a Second Question, such as, "How did you get into that career?
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Format: Paperback
Every manager's dream is to have fully engaged employees, but it simply doesn't happen overnight nor without some guidance. Moxie, in a nutshell, "is an enthusiastic, uncompromising movement toward a goal in the face of obstacles, with ruthless integrity." If you are an insecure manager without the skills to guide your employees, you cannot expect an enthusiastic workforce nor one that will compensate for your weaknesses. Everyone knows that behaviors can be learned, but you don't want your employees to learn to be slackers or complacent at the cost of the company's bottom line because you can't help them.

Ann Tardy, the founder of LifeMoxie, claims that "we can influence someone's intrinsic motivation, and similarly we can influence them to use their moxie and operate with a moxie mindset." In essence, we all have ten basic, Influencing Tenets that influence our outlook on life. These Tenets naturally carry over into the office and affect everything from how we deal with others to the overall productivity of the workforce. The impact can be a negative one if a manager simply manages and does not evolve into a leader. Ann lists these Influencing Tenets and discusses how they can be used to ones advantage by using a bit of moxie in a leadership position. Essentially, when used properly become one's "Battle Cry."

There are examples of employees who already have that moxie. Ann discusses why people like NYNEX super salesman, Rob, succeeded where others couldn't, wouldn't, or just didn't feel like it. She dissects the reasons why he overcame insurmountable odds to sell cell phones when they were barely on the radar and no one wanted them. Recognizing the ten basic tenets and using them to our advantage will help turn a dowdy manager into a leader.
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