Following are some random thoughts on the management life:
June 2, 2008
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Steve Wyrostek MBA, BA
Matching - One of the most gratifying aspects of management is correctly matching people to positions or tasks. To attain this perfect union is no small achievement. In fact, matching requires a great deal of active thought. Pick up a copy of The Godfather to read a passage that provides a clear description of this process in action.
It's the part where the capo, Clemenza, was trying to decide which button man should be given a chance at better things- in this case, to assist on a hit. The passage describes the intricate thought process Clemenza goes through to make the perfect match of task and worker. Finally, after he decides on the right person, "Clemenza felt the relief of a conscientious administrator who has solved a knotty personnel problem."
Stand for your employee's success. This seems obvious but I feel at times the insecurity of managers can knowingly or unknowingly sabotage this practice. For a manager, this means properly matching task and person, removing obstacles, providing thoughtful guidance and giving proper credit at all times. Placing your employees in a constant position to achieve success helps them, the company, and you. Stand for your employee's success. Always.
Keep your superior standards realistic. I used to cringe when a manager would say, Well, my employees have to walk on water to achieve a superior ranking. Come on! Try not to suffocate talent by being too lazy to perform the observation required to recognize it. Superior performance is all around us. Let's seek out ways to notice and reward it.
Maintain confidentiality. I once had an employee who thanked me because something she told me in confidence didn't get around the office. She thanked me! That was the easiest thank you I ever earned. I always thought a good rule was never to mention employee issues- even if the employee didn't request confidentiality. A good example of this is when an employee would tell me she was pregnant. I would always ask if it was public knowledge and if not, when it would be public knowledge. Even then, I never would say anything until someone else mentioned it to me.
This especially extends to personnel issues. For example, I know managers who would tell other employees that one of their peers was on a performance improvement plan! It's bad enough that's a serious confidentiality breech but it's also the beginning of the worst kind of cancer- the kind that kills morale.
Don't be afraid of upward delegation. You may have to do your job! Just learn to differentiate your job from hers. If an employee asks you to do something you feel she should do, suggest that's how you feel- it may be a stretch for her, it may not be her job but she needs to do it. However, if she comes to you with something that's your job- do it. For example, if she needs help in obstacle removing at your level- that's your job, not hers!
Always assume that all confidences will be broken. If you tell someone that you heard so and so is getting a new job and ask that someone not to repeat it, assume it will be repeated three times. The naiveté I've seen in managers who assume if they say something is in confidence it actually stays in confidence has always surprised me. The practice to consider here? Refrain from saying anything you're not comfortable with everyone knowing.
Always assume your emails will be seen by everyone. A great example of a manager not being mindful of this was Mike Brown, the head of FEMA. When the emails he wrote in the immediate aftermath of Katrina were released, their content made him look like an insensitive chowder head. He came across detached and frivolous in the midst of a crisis.
Management is a noble profession. Let's maintain and even elevate it through thoughtful blending of the management stew.
Steve Wyrostek MBA, BA
President- Gentle Ears, Inc.
steve@gentleears.com
http://www.gentleears.com
Member HRMAC, SHRM, ASTD, Association Forum of
Gentle Ears- Where Listening and Learning Embrace
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Finding Your Business Management Style
May 24, 2008
By Nazir Daud
Business management combines an interesting mix of theory and practice, and it is a particularly good topic for management and entrepreneurial types to study. Finding a business management style that suits your personality and the nature of your business is both important and worthy of time investment, as being self-aware and being able to identify strengths and weaknesses of various approaches will enable more effective personal development and ultimately more effective management.
While many have their own individual business management styles, these are traditionally broadly categorized into three main classes of business management approaches.
Autocratic Management
Firstly, there is what has come to be known as the autocratic approach to management, which installs more trust in the leadership as opposed to the individual staff. This involves pulling rank and leaves employees in no doubt as to whom the management is or what decisions are being made. Rather than engaging employees within the decision making process, this business management style typically concerns businesses that require direct, effective leadership to produce results, often under pressure of working in a tough environment. Upon hearing the term autocratic, many tend to visualize a dictatorial approach to management. While that is perhaps the case, it is seldom as strict as this and it is often a necessary management style, for example in the armed forces or in a high-paced trading environment, where there is no margin for deliberation and group consideration.
Democratic Management
Alternatively, there is a business management style known as the democratic style, where employees are effectively engaged in consultation before decisions are made. While some consider this to be more motivating and more enjoyable to work under, it does nevertheless have its own disadvantages. Giving employees a say may undermine the authority of the management, and may ultimately cause inefficiencies in the decision making process. It is also time intensive, and perhaps not as effective in larger organizations with thousands of employees. While of course at a board room level this kind of decision making goes on everyday, it's one that works most effectively in slower paced business where decisions can be fully deliberated and considered.
Laissez Fair Management
An alternative to those two business management styles and the third main category is what's known as the laissez fair management style. This is by definition a more hands-off approach to management, which puts the trust of running the business within the hands of employees themselves, and allows a greater degree of autonomy than would otherwise be the case. While this is strong in creative industries, some business people find that this style of management can lead to a fragmented approach to doing business and is less organized and perhaps less professional.
Whichever business management style you liken yourself to; there are advantages and disadvantages of that approach. What's important is not that you recognize which of these categories you fall under, but rather that you're aware of the improvements that can be made to make your management more effective and efficient while also improving the relationships you share with employees at all levels of the organization.
Naz Daud is the founder of CityLocal. This Franchise Opportunity & Business Directory is for people who would like to work from home and be their own boss.
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5 Ways to Be a More Effective Manager and Leader
May 18, 2008
By Duncan Brodie
There are more and more demands on everyone in the workplace, especially managers and leaders. The bar is continually raised and many managers and leaders respond by investing in building more skills and knowledge. While building skills and knowledge is vital, so is making powerful lifestyle choices. So what can you do over and above continued professional development to be a more effective manager and leader?
Get enough sleep
We can all do long hours and late nights from time to time, but the reality is that this is not sustainable over a long period of time without impacting on your productivity and effectiveness. We all have different needs when it comes to sleep, so make a point of establishing how much sleep you need per night to be at your best and try to get as close as possible to the number of hours you need.
Take holidays
It is claimed that a large proportion of people do not take their full allocation of holiday or vacation time. While you may not be able to go away on a trip each time you have holidays, you can still use the time to recharge your batteries or do some of the things that are difficult to find time to do normally. If you are someone who lets the diary get filled up before starting to think about holidays, try blocking out your holiday weeks at the start of each calendar year.
Take regular exercise
You do not need to spend hours working out every day. Simply doing some form of intensive exercise 3 times a week for 30 minutes can make a real difference to your productivity. It can also help to reduce levels of stress. Remember there are 168 hours in a week. Would it not be worth 1.5 hours of that time to become more effective as a manager or leader?
Eat sensibly
The fast pace of work requires you to keep your energy levels up. Eating sensibly and regularly is an important part pf functioning effectively as a manager or leader. Avoid the temptation whenever possible to skip lunch or eat it on the run. Setting aside a short period of time to eat will pay dividends in the long run.
Create thinking time
It is all too easy to keep doing all of the time. Trouble is that when you are doing all of the time, you create no space to think, plan and reflect. As a manager or leader, these are essential tasks, so start creating time in your schedule to think, plan and reflect.
Being a successful manager or leader clearly requires you to have the right skills, knowledge and attributes. Adding the 5 things in this article can help you have even greater impact. So what is your next step?
Duncan Brodie of Goals and Achievements (G&A) works with individuals, teams and organisations to develop their management and leadership capability. With 25 years business experience in a range of sectors, he understands first hand the real challenges of managing and leading in the demanding business world. You can learn more about
Article Source: http://EzineArticles.com/?expert=Duncan_Brodie
Delegating to Gain Employee Engagement
May 13, 2008
By Cynthia Clay
The Gallup Organization surveyed 200,000 individuals in 36 organizations, across 21 industries about their level of engagement. Only 29% of employees reported that they were engaged or highly engaged at work. An astounding 55% reported that they were not engaged (think of their attitude as “wait-and-see”) and an even more revealing 16% reported that they were actively disengaged (think of behavior such as complaining, arguing and actively sabotaging the organization’s efforts).
The same research reveals that employees often join organizations feeling highly engaged. After more than a year on the job, however, the employee often feels less engaged. In fact the longer they hold the job, the less engaged they tend to be. So what’s happening here?
Through 12 key questions, the Gallup Organization has found links to five business outcomes: retention, productivity, profitability, customer loyalty, and safety. Retention was strongly correlated to six items. Simply put, if you want to hang on to your employees these six factors must be in place.
Employees must:
Know what is expected of them
Have the equipment and resources to do the job
Be given the opportunity to do what they do best, every day
Have a manager or supervisor who cares about them
Be surrounded by employees who have a similar drive for quality
Have opportunities to learn and grow
A clearer case for helping managers and supervisors in your organization learn to delegate effectively could not be made. Managers who get the best from their employees are able to retain them longer.
They know how to:
Clarify expectations for tasks and assignments
Provide the equipment and resources necessary to do the work
Hire well and match employees to the appropriate responsibilities
Demonstrate that they care about each employee on their team
Bring on board only employees who demonstrate a commitment to high-quality performance
Consistently offer opportunities for further growth and development
The ability to delegate well is a crucial management skill that touches every one of these essential factors.
Cynthia Clay is the President/
Article Source: http://EzineArticles.com/?expert=Cynthia_
