In The Accidental Sales Manager, Chris Lytle aims to help sales managers get out of the “sales management trap,” and become more effective at their jobs. Selling and sales management are two different jobs, and require two different mental approaches. The transition from the former to the latter can be difficult. Some never make a meaningful transition because the characteristics that make someone great in sales do not necessarily apply to what makes someone a great sales manager.

In The Accountable Leader, author Brian Dive explores what it means for managers to be held accountable at all levels of an organization, and demonstrates that most leadership-related problems arise from the ineffectiveness of organizational structures. The author looks at the links between accountability, organizational design, and leadership, illustrates how the three concepts are related, and proves that accountability is at the heart of sound organizational architecture.

In Managing the Unmanageable, Anne Loehr and Jezra Kaye explore various kinds of unmanageable employees, or, as the authors call them, “UEs.” They provide tools and suggestions for how to deal with UEs, from the beginning when a manager first realizes that some kind of action is necessary, until the end, when the situation has been resolved. The authors believe that there are two endpoints for UEs: a path to recovery, or the realization that recovery is not an option, and ultimately an end to an employee’s time with a company.