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Write You - The Most Important Management Skill
Okay, I'm going to start off by talking bad about a Toyota dealer, so before we get into it, let's make a couple of things clear. I own a Toyota Prius and love it! From what I have seen, I would probably enjoy owning almost any Toyota vehicle. However, not all Toyota dealers are created equal, and I have run into one low-life, scumbag, bait and switch dealer in North Dallas, but that has been the exception rather than the rule.The other Toyota dealers I have dealt with have all been courteous, service oriented, up to date technologically, and efficient. Therein lies the rub, as Bill Shakespeare would say. Sometimes even these great organizations get so caught up in their grand scheme of operations that they lose sight of how to do the simple things.Years ago, some coworkers and I used to have a motto of sorts. It was something like; "Work tends to expand to occupy the time and resources committed to it." That seems to be what has happened to such things as "labor saving devices", paperless record keeping and the like.This was brought to mind today when I took my Prius in for an oil change. After it was completed and I got my paperwork, prepared by a computer, by the way, I had to take the paperwork to a cashier so she coul
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster
Conducting great meetings depends on several activities that occur before, during, and after each event. To help you establish the conditions for success and attain the very best results, this article lists essential tips on using meeting notices, agendas, and summaries.Use Meeting Notices to Alert Your AttendeesMeeting notices act as an "early warning system" for your participants. You should use them regularly and give recipients plenty of lead time -- for example, at least a week. Avoid surprising people with a last-minute summons that disrupts their entire day. Be sure your meeting notice includes all key information:1) Meeting date2) Starting and ending times3) Purpose and objectives4) List of participants5) Location with directions or access instructions, and6) Proposed agendaThat way, everyone will know exactly what to expect, what to do, what their time commitment is, and what's in it for them!Do All Meetings Need an Agenda?You may be wondering whether an agenda is absolutely necessary. The answer is, it depends!An agenda provides structure; however:* the fewer the people involved* the fewer the topics you'll have to discuss* the longer the
I’ve worked with some of today’s leadership and management thought leaders and researchers including Tom Peters, Dr. Warren Bennis, Dr. David Ulrich, and Dr. Henry Mintzberg.
I’ve met, researched, and worked with some of today’s renowned leaders including Captain Mike Abrashoff (author of GrassRoots Leadership and former commander of the U.S.S. Benfold), General Tommy Franks (former commander of CentComm and author of American Soldier), and Sir Richard Branson of Virgin Group.
I’ve talked to thousands of employees and looked at what they wanted – NEEDED – from managers that they felt they weren’t getting, or getting enough of.
And, perhaps most importantly, I am a manager. I hire, fire, manage performance, coach, cajole, and counsel.
Based on my unique set of experiences, I’d like to share my belief of the most important management skill and I’d like to count down to that skill in Lettermanesque fashion. You can see which skills I considered and why I believe each is important in its own right, but not THE most important skill.
#7 Know What Motivates People – Motivation is an intrinsic thing; theoretically you can’t motivate someone who doesn’t want to be motivated. While I agree with that, effective managers draw from a variety of techniques to cajole, encourage, inspire, recognize, and otherwise create an environment where many people ARE motivated. They recognize that each person is motivated by different things from simply having a job to contributing to something great. They also realize that what motivates someone tomorrow may be different than what motivates them today.
#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.
#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills of the leader, the needs of the employees, and the unique interaction of the three. Effective managers have an arsenal of tools to draw from and, most importantly, they have the performance analysis skills to know which tools to use. Coaching, feedback, counseling, feedback, information sharing, self-disclosing, encouragement, recognition, problem-solving, corrective action, and others are options that the effective manager can use at will.
#4 Learn and Practice Your Craft – Like parenting, most new to the position find themselves underprepared for the awesome responsibilities. Like parenting, effective managers study the craft and art of managing. While most of us were promoted to management positions because of our technical expertise (and to some degree our ability to not bump into furniture or tick anyone off), what brought us here won’t keep us here. In fact, many of our technical competencies work against us as managers and supervisors. Certainly, there is no shortage of books and courses on management and leadership.
#3 Self-Assess and Course Correct – Almost any management failure can be traced back to an almost conscious decision to ignore the realities of the situation. Ineffective managers and leaders rely heavily on hope as a strategy to get through this. Effective managers and leaders welcome – and seek out – feedback. Effective managers and leaders are like guided missiles knowing that the only way they can reach their target is if they seek in-course feedback and make in-course adjustments. Effective managers use the “start, stop, continue” method of self assessment; to increase my effectiveness:
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster c
Perhaps the most visible and familiar element of the initial public offering process is the underwriter. The underwriter is the organization that is actually responsible for pricing, selling, and organizing the issue, and it may or may not provide additional services. With direct public offerings, there is no need for an underwriter.Selection of a good underwriter is of the utmost importance, but it’s important to understand that many underwriters are equally selective of their clients. Because an underwriter’s reputation depends on successful issues, few firms will be willing to stake their reputation on questionable companies.When selecting an underwriter, it’s important to seek out an established company with a good reputation and quality research coverage in your field. The decision may also depend on the kind of agreement the underwriter is willing to make regarding the sale of shares. For profitable and established private companies, it shouldn’t be difficult to locate an underwriter willing to make a firm commitment arrangement. Under such an agreement, the underwriter agrees to buy all issues shares, regardless of ability to sell them at a particular price.For riskier or less established companies, an underwriter may
#7 Know What Motivates People – Motivation is an intrinsic thing; theoretically you can’t motivate someone who doesn’t want to be motivated. While I agree with that, effective managers draw from a variety of techniques to cajole, encourage, inspire, recognize, and otherwise create an environment where many people ARE motivated. They recognize that each person is motivated by different things from simply having a job to contributing to something great. They also realize that what motivates someone tomorrow may be different than what motivates them today.
#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.
#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills of the leader, the needs of the employees, and the unique interaction of the three. Effective managers have an arsenal of tools to draw from and, most importantly, they have the performance analysis skills to know which tools to use. Coaching, feedback, counseling, feedback, information sharing, self-disclosing, encouragement, recognition, problem-solving, corrective action, and others are options that the effective manager can use at will.
#4 Learn and Practice Your Craft – Like parenting, most new to the position find themselves underprepared for the awesome responsibilities. Like parenting, effective managers study the craft and art of managing. While most of us were promoted to management positions because of our technical expertise (and to some degree our ability to not bump into furniture or tick anyone off), what brought us here won’t keep us here. In fact, many of our technical competencies work against us as managers and supervisors. Certainly, there is no shortage of books and courses on management and leadership.
#3 Self-Assess and Course Correct – Almost any management failure can be traced back to an almost conscious decision to ignore the realities of the situation. Ineffective managers and leaders rely heavily on hope as a strategy to get through this. Effective managers and leaders welcome – and seek out – feedback. Effective managers and leaders are like guided missiles knowing that the only way they can reach their target is if they seek in-course feedback and make in-course adjustments. Effective managers use the “start, stop, continue” method of self assessment; to increase my effectiveness:
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster
Negotiating with your boss can be a little tricky because you are not on equal footing. Since there is always the chance there could be repercussions for speaking out, an employee usually won’t tell his boss what he is really thinking. Anyway, let’s assume that you want to get a raise or a promotion. Here are some of the rules you can use to negotiate with your boss.1. Focus On The Goal; Don’t be Distracted By Emotions.It is especially important not to let your emotions interfere with a request to your boss. If you are angry because you were passed over for a promotion or did not get the raise you think you deserved, it is not a good idea to immediately go to your boss’s office and demand a meeting. You will appear to be out of control, which you probably are, and the boss will probably be glad he made the decision he did.2. Know What You Want and Know What You’re Worth.It is very important that you know what you want when you speak with your boss about a wage increase or any other benefit. If the boss asks you, “How much do you want?” you need to have an answer rehearsed. This is not a time to hesitate unless your are caught completely off-guard. Be careful with the figure that you give him. Don’t make it too little so tha
#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills of the leader, the needs of the employees, and the unique interaction of the three. Effective managers have an arsenal of tools to draw from and, most importantly, they have the performance analysis skills to know which tools to use. Coaching, feedback, counseling, feedback, information sharing, self-disclosing, encouragement, recognition, problem-solving, corrective action, and others are options that the effective manager can use at will.
#4 Learn and Practice Your Craft – Like parenting, most new to the position find themselves underprepared for the awesome responsibilities. Like parenting, effective managers study the craft and art of managing. While most of us were promoted to management positions because of our technical expertise (and to some degree our ability to not bump into furniture or tick anyone off), what brought us here won’t keep us here. In fact, many of our technical competencies work against us as managers and supervisors. Certainly, there is no shortage of books and courses on management and leadership.
#3 Self-Assess and Course Correct – Almost any management failure can be traced back to an almost conscious decision to ignore the realities of the situation. Ineffective managers and leaders rely heavily on hope as a strategy to get through this. Effective managers and leaders welcome – and seek out – feedback. Effective managers and leaders are like guided missiles knowing that the only way they can reach their target is if they seek in-course feedback and make in-course adjustments. Effective managers use the “start, stop, continue” method of self assessment; to increase my effectiveness:
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster
There are two basic types of rollers used in conveyors. One is the load-bearing roller, which supports the weight of the material placed on the conveyor and helps to move it. These have to be selected mainly according to the weight that is to be carried.The other type is the ‘return’ or ‘lower’ Conveyor Roller. Some of these have pointed rubber rings in the center and flat ones at the ends. The pointed rings break up the remains of carried material sticking to the belt. The flat rings protect the edges of the belt and facilitate its smooth return so that the loading can be continuous. They also prevent the belt from migrating beyond the tolerance limits. The return rollers can be equipped to clean themselves. The automatic cleaning of the conveyor belt and the rollers reduces the maintenance cost considerably.Conveyor Rollers are normally manufactured from mild steel, stainless steel, PVC or aluminum. There are different types to suit for specific uses. Food processing industry uses stainless steel or PVC rollers. There are specially designed rollers that can spray water to wash the material being carried. For conveyor bends, tapered rollers are used. Some manufacturers strive to reduce noise to the levels recommended by the Occupational
#4 Learn and Practice Your Craft – Like parenting, most new to the position find themselves underprepared for the awesome responsibilities. Like parenting, effective managers study the craft and art of managing. While most of us were promoted to management positions because of our technical expertise (and to some degree our ability to not bump into furniture or tick anyone off), what brought us here won’t keep us here. In fact, many of our technical competencies work against us as managers and supervisors. Certainly, there is no shortage of books and courses on management and leadership.
#3 Self-Assess and Course Correct – Almost any management failure can be traced back to an almost conscious decision to ignore the realities of the situation. Ineffective managers and leaders rely heavily on hope as a strategy to get through this. Effective managers and leaders welcome – and seek out – feedback. Effective managers and leaders are like guided missiles knowing that the only way they can reach their target is if they seek in-course feedback and make in-course adjustments. Effective managers use the “start, stop, continue” method of self assessment; to increase my effectiveness:
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster
Every office is different and subscribes to different needs under even a single product category.However, it is not always possible for the managers to track and answer all the minute details of the needs of employees in a comparatively bigger office. We admit that it is not an easy task to operate.Say, an office needs some tapes. Is this much information enough to get the job done! There are, Clear Tape, Double Sided, Drafting Tape, Adhesives and Litho Tape, Masking Tape, Packing Tape, Printed Tape, Invisible Tape and many other verities.Now again we ask- ‘is this much information enough to get the job done!’ These tapes come in various sizes and colours to serve specific needs. Without being to market (i.e. without seeing the product and the new arrivals) how one can decide and define one’s specific needs!The problems get more intense while buying computer accessories, inkjet cartridge, toner cartridge and even photo paper, glossy photo paper or photo printer paper.An office comprising of even fifty or less employees faces huge problems regarding on-time office supplies. It is not always possible to find and recruit a person who is the best to understand the specific needs and choices of every individual and buy fr
• What should I start doing that I’m not currently doing?
• What should I stop doing that’s not working?
• What should I continue doing because it is working?
#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster commitment and increase productivity. Not a bad deal for the investment of time and money.
#1 Provide Regular and Balanced Feedback – While the other skills are important, the most important – and the one that most employees consistently ask for more of – is feedback. “How am I doing?” I conducted an employee survey recently asking employees for their input on their bosses’ skills in a wide variety of areas from setting clear expectations to creating an upbeat environment. Three of the four most critical areas – areas needing the most attention according to employees – relate to feedback:
• Provide specific positive reinforcement regularly.
• Provide me with regular feedback about my job performance.
• Tell me when I am not meeting expectations.
Out of the 20 questions asked in the survey, only these three related to feedback – and all three appeared on the list of “most needed”.
Providing regular and balanced feedback, I would argue, is the most important management and leadership skill for a variety of reasons:
• Employees want it. In my 48 years of living, the most important lesson – from management to parenting to being married to sales to servicing customers – involves 1) finding out what people want, and 2) giving it to them.
• It is free. As managers and leaders, much of what we need to provide our employees costs real money. Desks, computers, health insurance, compensation, and so on all cost money. Giving feedback costs nothing in real dollars; while it requires that you invest time to give feedback, it is just that – an INVESTMENT that will reap huge dividends in increased productivity and morale.
• It elevates the employees’ perception of you as a leader. As General Tommy Franks states, “you can’t ‘manage’ a troop of soldiers up a hill under fire; you must lead them.” By giving feedback, you put yourself in a role of one who knows and cares. By focusing feedback on the employee’s PERFORMANCE (as opposed to the PERSON), you cement your role as a doer.
• It increases performance. With a focus on performance, feedback is instrumental in improving the likelihood that you’ll get more from your employees. Feedback is the difference between an artillery shell and a guided missile. Artillery shells are lobbed in the general direction of the target and much of the success of the shot can be attributed to the planning of the shot. Contrast this with the guided missile who’s initial trajectory is far less important than the continual feedback it receives as it hones in on its target.
• It is motivational. Most employees – as we’ve seen in the survey results – want to know how they’re doing – both positive feedback and developmental feedback. The reason it’s motivational is because most employees want to do a job as effectively and efficiently as possible. With your appropriately worded feedback, you can create an environment in which employees are motivated to perform.
Hold on a second before you rush out to tell you’re employees “a thing or two” under the guise of feedback. HOW you give feedback is as important (maybe MORE important) as WHAT you say. Feedback must be helpful, unbiased, balanced, and specific (HUBS).
Helpful — Feedback is given for one reason and one reason only – you are thinking in the best interests of the employee. You want to sincerely help the employee. You recognize the contribution and potential of the employee.
Unbiased — Effective feedback focuses on performance and results. As a result, it is relatively unbiased. Others observing the behavior or results that you’re commenting on would agree with your interpretation. “When you raised your voice, several in the group stopped providing input,” is relatively unbiased (and actionable); “You frustrated everyone with your rudeness,” is biased and exaggerated.
Balanced — Over time, your feedback should be balanced. Providing only positive or only developmental feedback reduces your effectiveness. Note that I am NOT suggesting that you “sandw
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