
Wall Street Journal bestseller "Everyone Deserves a Great Manager" distills a decade of research into six critical leadership practices. What makes this tactical gem revolutionary? It transforms struggling supervisors into exceptional leaders through field-tested techniques that even seven-time bestselling author Scott Jeffrey Miller once needed himself.
Scott Jeffrey Miller, Wall Street Journal bestselling author of Everyone Deserves a Great Manager and a globally recognized leadership expert, coauthored this practical guide to equip managers with actionable strategies. A seasoned executive with over 25 years at FranklinCovey, Miller serves as Executive Vice President of Thought Leadership, where he spearheads bestselling books and hosts the world’s largest weekly leadership podcast, On Leadership With Scott Miller.
His expertise spans leadership development, team dynamics, and organizational culture, informed by his work with Fortune 500 companies and viral Inc. magazine column.
Miller’s other acclaimed works include Management Mess to Leadership Success and Master Mentors, both blending research-driven insights with relatable anecdotes from his corporate journey. A frequent keynote speaker and career coach, he translates decades of frontline experience into frameworks used by institutions like Harvard Business Review and multinational enterprises.
Everyone Deserves a Great Manager has been adopted by leadership programs worldwide and cemented Miller’s reputation for transforming management theory into real-world results.
Everyone Deserves a Great Manager by Scott Jeffrey Miller provides a research-backed blueprint for effective leadership, outlining six critical practices to help managers lead teams successfully. It focuses on four core roles: leading yourself, people, teams, and change, with actionable advice on one-on-ones, feedback, delegation, and remote team management. The book includes real-world examples and practical tools like worksheets.
This book is ideal for new managers, experienced leaders seeking refinement, and professionals transitioning into management roles. Its structured, 10-minute digestible sections cater to time-constrained readers, while frameworks like the "6 Critical Practices" offer value across industries.
Yes—it’s a Wall Street Journal bestseller praised for its actionable strategies and relatable storytelling. Reviewers highlight its utility for common challenges like giving feedback and building culture, though some note it may reiterate fundamentals for seasoned leaders.
The six practices include:
The book provides specific techniques for virtual engagement, such as structured check-ins, fostering psychological safety, and leveraging digital tools for collaboration. It adapts traditional management principles to hybrid work environments.
Key frameworks include:
While both emphasize proactive leadership, Miller’s book offers more tactical guidance for managerial tasks like hiring and one-on-ones. It serves as a modern companion to Covey’s principles, with updated examples for today’s workforce.
Some reviewers note the advice leans toward common-sense strategies, with fewer breakthroughs for advanced leaders. However, its clarity and practicality are widely praised, particularly for early-career managers.
Drawing on 25+ years at FranklinCovey, Miller combines academic research (from 100,000+ managers) with personal anecdotes from his roles as CMO and executive VP. His experience with Disney’s leadership culture also informs case studies.
With remote work and AI-driven workplaces now standard, the book’s focus on adaptability, empathy, and clear communication remains critical. Updated examples in later editions address Gen Z workforce dynamics and AI collaboration tools.
FranklinCovey offers downloadable resources, including podcast episodes and webinars featuring Miller. The official website (scottjeffreymiller.com) also provides access to leadership workshops and coaching series.
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What if the difference between a thriving career and a soul-crushing job comes down to one person? Research reveals a staggering truth: managers account for at least 70% of the variance in employee engagement. Think about your own career-chances are you've experienced both ends of this spectrum. Perhaps you've endured a boss who micromanaged every detail, draining your creativity and motivation. Or maybe you've flourished under a leader who genuinely invested in your growth, transforming not just your work but your entire professional trajectory. The gap between these experiences isn't luck-it's learnable skill. Yet here's the paradox: most new managers receive their promotion based on individual excellence, then struggle because the very qualities that made them successful become obstacles to leading others.