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How To Say It for First-Time Managers Summary

5 min read ⌚ 

How To Say It for First-Time Managers SummaryWinning Words and Strategies for Earning Your Team’s Confidence

The managerial part is practical; every situation relies on separate judgment, giving the novice managers a headache.

Our “How To Say It for First-Time Managers Summary” contains all the elements to reduce this pain, and give you insights on the managerial issues and challenges.

Who Should Read “How To Say It for First-Time Managers”? And Why?

Jack Griffin’s insightful, and fact-filled material on advanced communication is perfect for “rookies” who intend to try their luck in the manager’s business.

It’s needless to say that from an engaging book everyone expects that the info gathered should flourish into a lucrative career, but who knows?

It all depends on how you apply these methods!!

About Jack Griffin

Jack Griffin is an author of numerous non-fiction books such as How to Say It at Work, How to Say it Best, How to Say It: Be Indispensable at Work and others.

He is often described as a management expert and a consultant who helped many businesses to flourish.  

“How To Say It for First-Time Managers Summary”

Apparently, managers should be smooth talkers, but let’s face facts!!! Is it always so? – Even though we prefer to believe that every leader has interpersonal skills, many examples reject this claim and guide us into the real world.

Communication doesn’t always refer to chit-chat because it also includes open discussions, arguments, debates, all linked to matters of utmost importance. In this case, we stay side by side with Jack Griffin and give our impartial thoughts on his expertise.

What does my company expect from me as a manager?

That’s an excellent question, at first your superiors, or sometimes supervisors are interested in whether you possess the quality to chat with the employees and get the best out of them. Have in mind, that we live in a digital age, where every opinion counts!

With the surpassing of industrialization and workers exploitation, managers face two fires, between “low-profile” associates, and individuals of “international stature.

The point is that you must be skilled to cover both flanks and adapt to various types of discussion and body language.

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