She is also a member of British Actor’s Equity and currently hosts her own radio show “Ask Audrey” on Climax Radio, as well as Presenting for Sports Recap on LoveworldTV.

1. THINK LIKE A MANAGER 
1.1  The transit from “Involvement” to “co-ordination” 
1.2  Know your job 
1.3  Ask, don’t assume (1) 
1.4  The (un)social network 
1.5  Managing change 
1.6 Old vision, new perspective 
1.7  Get Pro-Active 

BIG PICTURE 
1.1 The transit from “Involvement” to “Co-ordination” 
1.2 Know your job
1.3 Ask, Don’t Assume (1) 
1.4 The (un)social network 
1.5 Managing Change 
1.6 Old Vision, New Perspective 
1.7 Get Pro-Active 

2. MAKING TEAMS WORK 
2.1 Know what a team is 
2.2  Know who your team are 
2.3 Right person right task
2.4 Dealing with disputes and problems 
2.5  Challenging perceived favouritism or discrimination 
2.6 360 feedback for all 
2.7 There is a “me” in team 

BIG PICTURE 
2.1Know what a team is 
2.2 Know your team 
2.3 Right Person Right Task
2.4 Dealing with disputes 
2.5 Challenging perceived favouritism 
2.6 360 Feedback for all 
2.7 There is a “me” in Team 

3. DEVELOPING STAFF 
3.1 Best invest in your staff 
3.2 Coaching as a management tool 
3.3 Making appraisals work 
3.4 Making the TNA meaningful 
3.5 Training your team 
3.6 The benefits of secondments 
3.7 Ask don’t assume (2) 

BIG PICTURE 
3.1 Best invest in your staff 
3.2 Coaching as a management tool 
3.3 Making appraisals work 
3.4 Making the TNA meaningful 
3.5 Training your team 
3.6 The Benefits of Secondments 
3.7 Ask, Don’t Assume (2) 

4. MOTIVATING STAFF 
4.1  Be aware that people won’t care as much as you. 
4.2  Extrinsic motivation (Theories and practice) 
4.3  Intrinsic motivation (Theories and practice) 
4.4  What do you believe about your team? 
4.5  The truth behind team building 
4.6  Emotional labour 
4.7  Running motivating meetings

BIG PICTURE 
4.1 Be aware that not everyone will care as much as you 
4.2  Extrinsic motivation (Theories and practice) 
4.3  Intrinsic motivation 
4.4  What do you believe about your team? 
4.5  The truth behind team building 
4.6  Emotional labour 
4.7  Running motivating meetings 

5.DELEGATION 
5.1 Make sure the task is one you CAN delegate 
5.2 Choose the right person to delegate to 
5.3  Communicate the task effectively
5.4  Allow appropriate time 
5.5  Offer appropriate support 
5.6 Let the task be done (don’t micro-manage) 
5.7  Delegation as a development tool (praise and appraise) 

BIG PICTURE 
5.1 Make sure the task is one you CAN delegate 
5.2 Choose the right person to delegate it to 
5.3 Communicate the task effectively 
5.4 Allow appropriate time 
5.5 Offer Appropriate Support 
5.6 Let the task be done 
a. Delegation as a development tool 

6. TROUBLESHOOTING 
6.1  Responding to a complaint
6.2  Investigating a complaint 
6.3  Don’t go it alone (but be discerning with those you involve) 
6.4  Managing challenging conversations 
6.5  Whistleblowing 
6.6  Managing the organisational grapevine 
6.7  Dealing with bad publicity 

BIG PICTURE 
6.1  Responding to a complaint 
6.2  Investigating a complaint 
6.3  Don’t go it alone (but be discerning with those you involve)
6.4  Managing challenging conversations 
6.5  Whistleblowing 
6.6  Managing the organisational grapevine 
6.7  Dealing with bad publicity 
Afterword – Chapter 6 

7. BUSINESS ETHICS AND INTEGRITY 
7.1 The values-led organisation 
7.2 Profit v Organisational wellbeing 
7.3  Maintaining quality 
7.4  Being responsible 
7.5 Mad, Bad, Sad – treating a toxic organisation 
7.6 Ethics in a globalised world 
7.7 Be proactive

BIG PICTURE 
7. Business Ethics 
7.1 The values-led organisation 
7.2 Profit v Organisational wellbeing 
7.3  Maintaining quality 
7.4  Being responsible 
7.5 Mad, Bad, Sad – treating a toxic organisation 
7.6 Ethics in a globalised world 
7.7 Be proactive 

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