LOGIN NEW
Six Tips to Make You a Better Manager

"Good managers get their work done through, with and by developing their people."

Managers who are most effective "know their people's talents, and take the time to get to know their people."

"If you don't develop your people, you have nothing."

----------------------------------------------------------------------

Unless you are brand new to the business world, chances are you have encountered someone in a management position who should not have been there. Unfortunately, individuals who are the best performers are often promoted to leadership positions without much formal management training.

But being good at the job does not always translate into being a good manager. It takes a great deal of skill and knowledge to be able to motivate, evaluate and manage a team. A manager must have a firm grasp of the business, but also must be able to communicate well with others, a skill that does not always come naturally.

There are some basic rules of being an effective manager, says Rich Moore, a senior organization development specialist at AAIM Management Association, an organization that provides training, networking and education to St. Louis-area businesses. He says that being an effective manager is all about people. "Good managers get their work done through, with and by developing their people." Managers who are most effective "know their people's talents, and take the time to get to know their people."

If you are taking on a management role, or want to do so in the future, take a proactive approach to learning the management ropes. Here are six ways to get started.

1. Examine your own knowledge. Sometimes, knowing what you don't know is the best place to start. Examine what you do and do not know about management. Think back to experiences you have had and managers you worked for. What worked in your past professional relationships, and what needed to be changed? You will probably find that you can pick out some of the good and bad traits of managers in your past and use this knowledge to your benefit.

2. Find a mentor. Another important early step to take is finding a mentor who is in a leadership position in your workplace. Moore cautions that you need to make sure you find someone who is not just doing the job, but doing it well. Make sure you are able to learn from someone who can teach you good habits.

3. Go back to school. Many organizations offer courses in management development. In addition to his organization, Moore says that associations and businesses like the American Management Association, Padgett-Thompson and SkillPath offer a variety of resources. He suggests asking your company to send you to a seminar. "These seminars are great places for a new manager," he says, adding that they cover topics such as how your role changes when you become a manager, how to delegate, and how to get your people on board.

4. Hit the books. Another way to take your management development into your own hands is by reading books on the subject. Moore says that four of the "must read" management books are First Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman, Good to Great by Jim Collins, It's Your Ship: Management Techniques from the Best Damn Ship in the Navy by D. Michael Abrashoff, and One Minute Manager by Kenneth Blanchard.

5. Learn to listen and understand others. The secret to being successful in any management position is knowing how to relate to, communicate with and honestly evaluate your people. Moore says that this part of management is the most challenging for professionals who find that they have gone from being friends with their coworkers to being in a position of authority. When it comes to establishing a relationship with a new team, it is important to be up front and honest, he says. In addition, take a real assessment of how your employees are performing, and communicate with them about their quality of work. This means not just accepting that the work is getting done, but requiring that it gets done right.

6. Put your people first. The bottom line about being a good manager is this: If your employees don't perform well, you don't perform well. Every good manager must learn how to train, support and motivate his or her employees. If you don't take the time to support your staff and ensure their needs are being met, all of your work will be useless. After all, says Moore, "If you don't develop your people, you have nothing."

V. VENU
8th September 2007 From India , Hyderabad

V. VENU
I'm Always Occupied
Padman
Sales Manager
+1 Other

a recent article(fromUSA) for all of you.
WHO WANTS TO BE A MANAGER?


By MARILYN MOATS KENNEDY, CHICAGO , USA (Management consultant)


I agree that there is a psychological recession out there; there is no excitement
In corporate America that anyone has been able to detect. But it is the wrong
Term: “ Recession “ implies that there is going to be a bounce back. And there
Is nothing that companies can do to make young people more interested in their
careers there. They don’t care about “making it” in corporate America.


I t makes it sound as though these people are sad. I don’t think they are sad at all.
They are pragmatic to a fault. They have looked around and said, This is reality.
Young people believe that they are never going to make it big in organizations ,
Not because they could not do it but because it’s not woth doing. What they want
is to make a reasonable amount of money for a reasonable amount of time expended. It does not make sense to make an emotional commitment to any business you do Not own. A company can lay you off at any time- It is a one-way commitment.


So they don’t want to be managers in companies; they don’t want to manage
People- or even themselves. They will give you twice the work for half the money
if they can be independent. They don’t want to participate in office politics; They
are not coming to your Christmas social; they are going to push an agenda every
day as hard as they can and be and be out there at 5; and if the boss does not like them, that’s no problem. Basically, they are willing to put up with jobs in companies until they reach the point where they have had enough experience that they can go out on their own.

Everybody young who is hired now will tell you that they don’t want to be
“employed” – they want to be 1099s. These people change jobs all the time,
and it’s no big deal.(If you hear anybody say “job-hopper”, you are dealing with someone who is mentally arthritic.)The biggest trend I’have seen over the past ten years is self-employment ; the heroes of the young are people like the guy who started Face book and the people who started Google. If I were head of a Fortune 50 Company, I would have a division of entrepreneurship, and I would be funding ideas- My own version of micro- lending. I would be trying to attract young people with ideas Into some kind of partnership, because there’s no way to convince these people that they don’t want to be self-employed.










And It’s not just under-30s who are feeling disconnected. Of 60-year olds,only 4
Percent have saved enough money to retire comfortably at 66. And 24 percent
Of children under the age of 12 have a father who’s at least 55. Those older workers are not going to retire at 65. In olden days, at 55, you wouldn’t even think about changing jobs or careers, because you had only 10 years to work. But if you are looking at twenty more years, you might think , “ I can’t do this for another 20 years - I will kill myself .“ So when older workers get a buy out offer, plenty of them are on board immediately.

And companies don’t understand that if one person asks for a package out, there are twenty – five more who want to get out.


------------------------------- α ------------------------------------


25th August 2008 From India , Pune
Dear Padman,

I have the impression, that what ever happens in America, follows in to India, in due course.

In seveties, while I was in the Army, I read the book " Crisis in Comand", based on the US Army's experiences in Vietnam War, surely the same seems to be happening to the India Army today.

In sixties, read in the Readers's Digest, "America is a cauldron, in which different casts and peoples are being brewed, for some civilisation to emerge in future. Same could be said of India, which, after the British left, is also a cauldron in the similar sense. The democracy, has forced has put us in similar situation as the US cauldron.

The trend as mentioned by MARILYN MOATS KENNEDY, CHICAGO, is, it is a forgone conclusion, is reaching the Indian ethos and culture. JUST WAIT AND WATCH.


Regards,

Pradeep Bajaj
6th September 2008 From India , Lucknow
Share what you know with your industry peers. Discuss problems, ideas, solutions openly without getting into company or personal specifics. Create Account




Disclaimer: This network and the advice provided in good faith by our members only facilitates as a direction. The advice should be validated by proper consultation with a certified professional. The network or the members providing advice cannot be held liable for any consequences, under any circumstances.


About Us - Advertise - Contact Us - RSS   On Google+  
Privacy Policy | Disclaimer | Terms Of Service
Facebook Page | Follow Us On Twitter | Linkedin Network