8 Simple Steps to Management Success

I found this great list of eight steps to ensure your success as a manager. I think it is a common sense foundation to all success in leading others. I hope it helps you. Unfortunately, I can't for the life of me find a citation for the original author....

STEP ONE: DECIDE TO BE A STRONG MANAGER.
Recognize this as a huge commitment. It requires time, energy, effort and consistency. It’s going to change your role at work and your relationships. It’s going to be a hard transition. You have to make sure, before you start, that you are really sure.

STEP TWO: START TUNING IN INFORMALLY.
First, stop talking about everything under the sun with your people and start talking about the work. Start by asking questions. You will start to learn who is doing what where why when and how. Second, start finding other ways to gather information about who is doing what where why when and how.

STEP THREE: KEEP TUNING IN: THINK CAREFULLY ABOUT EVERY INDIVIDUAL YOU NEED TO MANAGE.
Make a list of every person you need to manage. Remember that every person is different and you’ll need to customize your approach to managing each person.

STEP FOUR: MAKE A PRELIMINARY SCHEDULE FOR MANAGING PEOPLE.
Remember that the centerpiece of managing people more closely is maintaining an ongoing conversation---or coaching dialogue---with every person about the work that person is doing. Just like everything else, your schedule of management conversations is going to be a moving target. But just like everything else, you have to start somewhere.

STEP FIVE: CREATE A TRACKING SYSTEM.
You need a system to monitor, measure, and document each person’s performance on an ongoing basis. Over time you’ll refine a system that works for you. The most important thing with a tracking system is that you actually use it.

STEP SIX: GO PUBLIC.
Before you sit down with the people you manage, you should think about the other key people you need to prepare. Your boss would be a good place to start. Then other key managers and colleagues. Next consider a team meeting.

STEP SEVEN: START ONE-ON-ONE MEETINGS WITH EVERY PERSON YOU MANAGE.
Now there is nothing left to do but start managing people more closely. This is what it’s all about. This is where you start the ongoing conversation---or coaching dialogue---with every person about the work that person is doing.

STEP EIGHT: STAY FLEXIBLE.
People change. Circumstances change. You’ll have to keep adjusting your approach every step of the way.

Try taking these actions and watch your results - it really does work!

How Coachable Are You?

How do you feel about receiving feedback at work? Do you welcome it, or do you cringe?

Effective leaders understand the value of coaching and feedback, both giving and receiving, when it is done with care. Sometimes we need another point of view to understand how we are really perceived by others. If we are willing to accept feedback, it can make us feel more appreciated, and guide us to better performance. Those who are willing to accept feedback also become better at giving it.

So why do some of us get so nervous about it? Because we tend to worry more about negative messages than to expect positive ones. In fact, coaching can (and should!) be used to recognize success as much as improve performance. It can generate new ideas. What about ‘negative’ feedback? Most people who have been coached realize it is not so scary after all, and usually very helpful.

Here are some tips for becoming more coachable:

o Trust in the good intentions of the person giving you feedback. Even if they are not yet skilled in the process, they are making an effort to help you succeed.

o Recognize that it’s normal to feel nervous. Many people are uncomfortable hearing things about themselves, whether positive or negative.

o Focus only on listening. Breathe. Pay attention to the full message, verbal and non-verbal.

o Take time to absorb feedback before you respond. Don’t dismiss it or react defensively. Use what you hear as a starting point for more conversation, if necessary.

o Make sure you understand. The feedback process requires effort from the receiver as well as the giver, so ask for clarification and examples if you need to. By the end of the conversation, both parties should be satisfied with the result.

o Be honest. If it’s really not the right time, or if you feel overwhelmed, say so. Be prepared to come back and start again later.

o Ask for feedback. Requesting a coaching session when you feel ready can make it more comfortable for you.

o Look toward the future. Coaching can help you grow. If you choose not to accept feedback, not to change, will your current path take you where you want to go?

Advance Corporate Training Ltd. (www.actraining.com) is offering a new one week Workplace Performance Coaching certificate. Public workshope in Vancouver, Yellowknife and Inuvik - in house also available. Contact us at 604.521.5473 or events@actraining.com for more details.

5 Steps to help a group do it's best

While surfing, I discovered Edward Hallowell (Harvard Psychiatrist – author of Connect – 12 Vital Ties....) and his thesis for a book he is working on. It is as follows...

"My basic thesis is that the human connection, which is so threatened by the style of modern life, is the key to peak performance of all kinds, as well as emotional stability and physical health."

Here are the 5 steps that any manager can use to help a group do its very best.

Connecting is step one.
Step two is to wonder, or to play.
Step three is to grapple with the issue at hand.
Step four is to make progress and achieve mastery, or the beginnings of mastery.
Step five is to gain recognition from others.

Over the next few postings, I will try to share examples and strategies for each of these steps.

Happy Holidays!