Tips to Effective Management
We’ve all been there at some point – facing those times when professionally we can fall into a slump. We are working harder than ever but seeming to go no-where. It’s a human condition and one that we honestly don’t want our superiors, peers and staff to know about – but it happens. The causes can be many but the why of it is not our focus. Our focus is to look at how the slump can manifest and then explore ways to change perspective, stay on top of your game, and work smarter.
How can you tell if you’re in a slump?
Do you feel like you are constantly running and getting no-where?
Do you find yourself getting anxious on Sunday evening?
Are you snapping, snarling at or ignoring people you actually like and care about?
Are your performance reviews not what they should be?
Is your team under-performing?
Do you feel like no-one is hearing you?
Do you feel like email is waging war on you?
Do you secretly want to through your blackberry down a really big hole?
Do you find that your decisions are sluggish or hesitant or by rote?
Do you find yourself not moving forward in the face of rapid change?
Do you feel frustrated?
I ask you these questions because if you are in slump or find yourself stuck, it’s time to look within – not without. In order to get the shift you need to be honest with yourself and aware of your triggers. This isn’t about judgment. This is about learning what you need to learn to shift things into a different gear. As we move through these tips, I also ask you to stay open to something different. As soon as you say no to something before you’ve even explored the possibility- you’ve shut yourself down to opportunity. So, stay open. Finally, realize that it’s never too late for a new attitude.
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Monday, October 6, 2008
Tips for Effective Management
Tips To Effective Management - Tip One
Are You A Manager Or A Leader?
This is an important question and I think you will find some interesting answers. Sometimes it can be a blurry line. Sometimes a manager is also called upon to lead. If you are a manager of a department, or company you are likely managing product/service, process and people in terms of performance and deliverables. You may have some approval authority – most likely you have the authority to say no – but- you are answerable and accountable for you and your team. As a manager you are also responsible, a role model, and an ambassador for company values and policies. Many of you are leaders in the making. For those of you who lead, recognize the importance of your own ability to manage situations and people who are an integral part of your power team.
As someone in the driver’s seat, own that responsibility. Until you do you will find that accomplishing your goals may be a game of chase. As someone who is in-charge- you cannot afford distractions, or be “one of the guys/girls.” There needs to be a differentiation in order for you to make informed and unbiased decisions.
So now you’ve made the distinction and the decision to accept the responsibility of your role. The following are some tips to keep you on –course and working smarter.
This is an important question and I think you will find some interesting answers. Sometimes it can be a blurry line. Sometimes a manager is also called upon to lead. If you are a manager of a department, or company you are likely managing product/service, process and people in terms of performance and deliverables. You may have some approval authority – most likely you have the authority to say no – but- you are answerable and accountable for you and your team. As a manager you are also responsible, a role model, and an ambassador for company values and policies. Many of you are leaders in the making. For those of you who lead, recognize the importance of your own ability to manage situations and people who are an integral part of your power team.
As someone in the driver’s seat, own that responsibility. Until you do you will find that accomplishing your goals may be a game of chase. As someone who is in-charge- you cannot afford distractions, or be “one of the guys/girls.” There needs to be a differentiation in order for you to make informed and unbiased decisions.
So now you’ve made the distinction and the decision to accept the responsibility of your role. The following are some tips to keep you on –course and working smarter.
Tips To Effective Management - Tip Two
Know Your Leadership Style
There are several leadership styles and understanding which is yours will help you understand whether you have the checks in balances in place to have a motivated team. Know thyself as the saying goes. Are you a dominate and control person, a leader who has vision and co-ops their team? Are you detailed? Are you cautious? There is no right or wrong, however, there are prevalent traits in every successful leader and it is the ability to bring people together to accomplish any task. This is done by: · Involving employees in decision making· Encouraging two-way communication· Sharing power (knowing your voice is not the only one in the room)· Being flexible· Valuing their expertise · Providing community
There are several leadership styles and understanding which is yours will help you understand whether you have the checks in balances in place to have a motivated team. Know thyself as the saying goes. Are you a dominate and control person, a leader who has vision and co-ops their team? Are you detailed? Are you cautious? There is no right or wrong, however, there are prevalent traits in every successful leader and it is the ability to bring people together to accomplish any task. This is done by: · Involving employees in decision making· Encouraging two-way communication· Sharing power (knowing your voice is not the only one in the room)· Being flexible· Valuing their expertise · Providing community
Tips To Effective Management - Tip Three
Keep The Main Thing The Main Thing
I wish I could claim this little gem as my own but I can’t. It has been taken from two other people and I have adopted it as a mantra.
If you aren’t clear then how can the others who work with you and for you be clear? Make sure that your team fully understands the purpose of what is being asked for. No matter what it is, it should support the company’s main thing or things are likely to be (and not necessarily in this order):
Provide great service
Make sure employees are equipped with the capabilities and tools to be successful
Make a profit.
If the project is to – for example- create first class data base system- the above three things should be kept in mind. The project may be the priority within a certain time frame but it absolutely must support the above.
One of the best ways to find out if your team is clear is to ask them. Get the feedback. You may be interested to see how many interpretations can come up.
Also take the time to understand what the main things are for the members of your team? Are the aligned with the company values? What do they need to feel they are successful, recognized and contributing? This is important and it speaks to being a strong coach (to be discussed later). Remember, people don’t quite companies – they quit the people they work with and for.
I wish I could claim this little gem as my own but I can’t. It has been taken from two other people and I have adopted it as a mantra.
If you aren’t clear then how can the others who work with you and for you be clear? Make sure that your team fully understands the purpose of what is being asked for. No matter what it is, it should support the company’s main thing or things are likely to be (and not necessarily in this order):
Provide great service
Make sure employees are equipped with the capabilities and tools to be successful
Make a profit.
If the project is to – for example- create first class data base system- the above three things should be kept in mind. The project may be the priority within a certain time frame but it absolutely must support the above.
One of the best ways to find out if your team is clear is to ask them. Get the feedback. You may be interested to see how many interpretations can come up.
Also take the time to understand what the main things are for the members of your team? Are the aligned with the company values? What do they need to feel they are successful, recognized and contributing? This is important and it speaks to being a strong coach (to be discussed later). Remember, people don’t quite companies – they quit the people they work with and for.
Tips to Effective Mangement - Tip Four
Know Your People
Assessments: Building and managing a team is an ongoing process and ideally it begins with the hire. But let’s assume that you have a team in place. It’s functioning OK but if you take a closer look you see that some are constantly busy and achieving, some are coasting and some just aren’t delivering. Before you take action, step back. When was the last time you did a thorough assessment on each individual of your team (including yourself)? There are a myriad of tools out there- Myers Briggs, DISC, Birkman, 360’s and many more. I strongly recommend you use them for you current team and for your hiring process. The second thing I recommend is that you use the information constructively and as the basis for an action plan. I see too many managers or leaders review these assessments and then do nothing. These assessments not only tell you about someone’s strengths, but they also detail – and fairly well, predisposition, values, behaviors and recommended actions. The second thing is that some of these assessments will allow you to map your team which allows you to see if you have a good mix of people and skills. Sometimes you have the right people doing the wrong job. Sometimes the person isn’t a good fit for the company. Sometimes they are well suited and looking for a strong career path. You owe it to the company, yourself, and your team to find out. One other thing, take the time to say hello and to take interest. Its recognition and it goes a long
Assessments: Building and managing a team is an ongoing process and ideally it begins with the hire. But let’s assume that you have a team in place. It’s functioning OK but if you take a closer look you see that some are constantly busy and achieving, some are coasting and some just aren’t delivering. Before you take action, step back. When was the last time you did a thorough assessment on each individual of your team (including yourself)? There are a myriad of tools out there- Myers Briggs, DISC, Birkman, 360’s and many more. I strongly recommend you use them for you current team and for your hiring process. The second thing I recommend is that you use the information constructively and as the basis for an action plan. I see too many managers or leaders review these assessments and then do nothing. These assessments not only tell you about someone’s strengths, but they also detail – and fairly well, predisposition, values, behaviors and recommended actions. The second thing is that some of these assessments will allow you to map your team which allows you to see if you have a good mix of people and skills. Sometimes you have the right people doing the wrong job. Sometimes the person isn’t a good fit for the company. Sometimes they are well suited and looking for a strong career path. You owe it to the company, yourself, and your team to find out. One other thing, take the time to say hello and to take interest. Its recognition and it goes a long
Tips To Effective Management - Tip Five
Coach your team: Coaching effectiveness is now becoming known, understood and embraced. It works because it is ongoing, strength based, change making and sustainable. It requires you to listen well, question, acknowledge, provide relevant feedback and challenge, but it confirms to the employee that he or she is doing well and gives him or her confidence to continue the behavior. Some people are inherently good at this, but more and more, we see organizations hiring trained and experienced coaches to work with their managers and executive in the development of coaching skills. Does your company include coaching in their training programs? If not, why not see if they will start with you.
Tips To Effective Management - Tip Six
Communicate:
Successful communication is a complex and difficult process. A broad development of awareness, understanding and hard won new habits is required in order to gradually improve your skills of effective communication. A good communicator always:·
- Exchanges ideas, feelings and values·
- Uses appropriate language, tone, pitch and volume·
- Gives relevant information·
- Uses non-verbal signals to emphasize and support messages·
- Solicits feedback·
- Conveys understanding
Effective communication means getting through to the other person what you mean in a way that they understand. The end result is to get things done with minimal or no problems so that you, the organization and the employee will all be satisfied.
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