By Martin Haworth
Employees never feel comfortable under a boss who doesn't trust them or whom they don't trust. In the absence of mutual trust productivity falls as the employees get into politics, covering their backs and other counterproductive activity.
Not trusting each other will affect morale, which leads to a deterioration in customer satisfaction as the focus shifts from the business needs to internal wrangling.
So, let's look at some key qualities a manager must possess to develop trust.
1. Effective Communication
A manager must communicate well to build strong relationships with their people. In difficult times, employees might think no news as bad news, so a manager must keep in close touch. Lack of communication reduces trust; being open with information creates it.
2. Trust Others and They Will Trust You
A manager must develop an ability to trust others and create an environment of trust throughout the workplace. Really, it is better to assume the trustworthiness of employees to start with, rather than waiting for them to earn it. Team members find it much easier to trust their manager if they feel trusted themselves.
3. Honesty In Everything
Being open and honest is a key ingredient for generating trust. When you are open about your vision, actions and intentions, you will usually generate strong support. Both good and bad news should be openly shared, reducing gossip and internal politics. By admitting mistakes and not trying to cover them up, shows any manager to be a normal human being, just like everyone else!
4. Establish Strong Business Ethics
Managers should create a moral value system for the workplace. Teams which have a common ethics are healthier, resourceful, adaptable and productive because of the common root of their consistent value systems.
5. Keep Your Word
By making actions visible and fulfilling commitments, managers become trusted. Failing on promises is insincere and causes tensions. A manager needs to deliver actions visibly, to ensure everyone is aware that they can be depended upon.
6. Be Consistent
In the process of building trust, being consistent and predictable is very important. If the behavioral pattern changes from to week to week, trusting it becomes difficult. Your people get twitchy and uncomfortable when plans and expectations change too much.
7. Be Easily Available
Your team members need to able to get to you when they need to. Whilst there may be times when, for purposes of doing your own work, you need to remain undisturbed, there needs to be a balance. You are the manager and they will need you for specific involvement in day to day activities.
8. Maintaining Confidences
Employees who you manage must be able to confide in you sensitive information, express concern and share problems. People need to know that you can keep this confidential when they need you to. Sometimes these can be personal matters and in such cases this becomes even more important.
9. Language Matters
Watching your language is crucial. By avoiding using the "us" and "them" figures of speech and sticking with "we" wherever possible, your team will bond better with you. Your language should be clear and simple, because everyone interprets what is said differently - so you need to speak plainly for everyone to understand.
10. Creating Social Time
Having informal social interactions with the team enhances the trust building procedure. In context, social interactions are a big opportunity for success for any good manager.
To make a team which works together efficiently, requires the abundant presence of mutual trust. By consistently thinking of and working on trust building, any manager will reap long-lasting positive benefits.
(c) 2008 Martin Haworth is the author of Super Successful Manager, an easy to use, step-by-step weekly development program for managers of EVERY skill level. You can get a sample lesson for free at http://www.SuperSuccessfulManager.com
Thursday, December 11, 2008
Management Tips - How to Give Effective Feedback
By Duncan Brodie
One of the areas where managers come are criticised is for not giving employees regular and useful feedback. There might be a whole host of reasons why feedback does not happen on a regular basis.
For example:
• The manager is focussed too much on task
• The manager has never had much feedback themselves so does not recognise the value
• The manager quite simply does not set aside enough time for managing
Given the value of feedback, what are the top tips for giving feedback?
Tip 1: Do it as a matter of routine
One of the easiest ways of ensuring that you give effective feedback is to make it something you do routinely. Build it into your schedule and make a point of looking out for things on which to provide feedback.
Tip 2: Be specific
Whenever you give feedback, aim to be as specific as possible with your feedback. Often, people say things like something was good. While this might be nice to hear it is not very useful. On the other hand if you can point to the specific action or behaviour that was good, the recipient of the feedback can use this strength in the future.
Tip 3: Know the preferences of the feedback recipient
People in the team have different preferences and part of your job as a manager is to know them and respond to them appropriately. For example, some will appreciate an e-mail; others will appreciate being praised verbally in front of the whole team, while others will want to get praise one to one.
Tip 4: Be yourself
It is important to be yourself rather than putting on an act. People will see through the latter and will value the feedback less.
Tip 5: Deal with all aspects of feedback
The chances are that you will be providing positive feedback to most people, most of the time. There will on the other hand situations where you will have to deal with feedback that is negative. It is important that you are as ready and willing to deal with the difficult stuff as you are the good stuff.
Bottom Line- Giving feedback can be a huge source of motivation and personal development for team members. So what do you need to be doing differently to give more effective feedback?
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.
He invites you to take the first step to leadership success by signing up for his free audio e-course at http://www.goalsandachievements.co.uk/resources.php
One of the areas where managers come are criticised is for not giving employees regular and useful feedback. There might be a whole host of reasons why feedback does not happen on a regular basis.
For example:
• The manager is focussed too much on task
• The manager has never had much feedback themselves so does not recognise the value
• The manager quite simply does not set aside enough time for managing
Given the value of feedback, what are the top tips for giving feedback?
Tip 1: Do it as a matter of routine
One of the easiest ways of ensuring that you give effective feedback is to make it something you do routinely. Build it into your schedule and make a point of looking out for things on which to provide feedback.
Tip 2: Be specific
Whenever you give feedback, aim to be as specific as possible with your feedback. Often, people say things like something was good. While this might be nice to hear it is not very useful. On the other hand if you can point to the specific action or behaviour that was good, the recipient of the feedback can use this strength in the future.
Tip 3: Know the preferences of the feedback recipient
People in the team have different preferences and part of your job as a manager is to know them and respond to them appropriately. For example, some will appreciate an e-mail; others will appreciate being praised verbally in front of the whole team, while others will want to get praise one to one.
Tip 4: Be yourself
It is important to be yourself rather than putting on an act. People will see through the latter and will value the feedback less.
Tip 5: Deal with all aspects of feedback
The chances are that you will be providing positive feedback to most people, most of the time. There will on the other hand situations where you will have to deal with feedback that is negative. It is important that you are as ready and willing to deal with the difficult stuff as you are the good stuff.
Bottom Line- Giving feedback can be a huge source of motivation and personal development for team members. So what do you need to be doing differently to give more effective feedback?
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.
He invites you to take the first step to leadership success by signing up for his free audio e-course at http://www.goalsandachievements.co.uk/resources.php
What it Takes to Become a Great Manager
By Tony Jacowski
Self Evaluation
The key to becoming a great manager is to know yourself. This is imperative, as it helps you to evaluate your weaknesses and strengths even before you get to work.
It is impractical for you to handle day-to-day business operations if you cannot manage your employees - and for that reason, it's important that you know your temperament and management style.
This will help you make any adjustments that you need to make, so that you interact with your employees in the best possible way; an approach that will foster good relations among everyone.
Hire the Best
When you have to hire staff, you should hire the best-qualified people for the positions that you have to fill, even if that means paying them more. Having a superior team will push your own efforts as a manager further, while a team that is not superior will not measure up to your expectations - or those of your superiors.
Interaction Is the Key
Remember that you are a manager - you are not competing with your subordinates. Make sure that you relate to your employees and that they know they can come to you if they have a problem.
When you come up with new ideas or thoughts about the business that affects them, get their opinion and hear what they think. This will stimulate them and make them react positively to the responsibilities that they are assigned to.
Delegate
Being a great manager means knowing when to pass on work to others. You aren't superman, and you can't do everything yourself. There comes a time when you have to trust your employees to do the work that you are paying them to do.
Identify the strengths and weaknesses of each employee, so you know that they can handle.
Accountability
As a manager, you are generally accountable for how well or bad your team performs. Therefore, you should know that if they fail, the team has failed as a whole - not them, not you, but all of you. If someone on your team fails, everyone must take responsibility, especially you.
Avoid harsh blame games that might prove costly later.
Above all, a good manger always knows where they are coming from and going to. Develop the habit of always being ahead in terms of the direction your organization is heading.
Think and plan ahead, do your research, and always be alert to new issues that affect the long-term performance of your team. In the long run, how well your team performs (or doesn't) will determine your success as a manager.
Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.
Self Evaluation
The key to becoming a great manager is to know yourself. This is imperative, as it helps you to evaluate your weaknesses and strengths even before you get to work.
It is impractical for you to handle day-to-day business operations if you cannot manage your employees - and for that reason, it's important that you know your temperament and management style.
This will help you make any adjustments that you need to make, so that you interact with your employees in the best possible way; an approach that will foster good relations among everyone.
Hire the Best
When you have to hire staff, you should hire the best-qualified people for the positions that you have to fill, even if that means paying them more. Having a superior team will push your own efforts as a manager further, while a team that is not superior will not measure up to your expectations - or those of your superiors.
Interaction Is the Key
Remember that you are a manager - you are not competing with your subordinates. Make sure that you relate to your employees and that they know they can come to you if they have a problem.
When you come up with new ideas or thoughts about the business that affects them, get their opinion and hear what they think. This will stimulate them and make them react positively to the responsibilities that they are assigned to.
Delegate
Being a great manager means knowing when to pass on work to others. You aren't superman, and you can't do everything yourself. There comes a time when you have to trust your employees to do the work that you are paying them to do.
Identify the strengths and weaknesses of each employee, so you know that they can handle.
Accountability
As a manager, you are generally accountable for how well or bad your team performs. Therefore, you should know that if they fail, the team has failed as a whole - not them, not you, but all of you. If someone on your team fails, everyone must take responsibility, especially you.
Avoid harsh blame games that might prove costly later.
Above all, a good manger always knows where they are coming from and going to. Develop the habit of always being ahead in terms of the direction your organization is heading.
Think and plan ahead, do your research, and always be alert to new issues that affect the long-term performance of your team. In the long run, how well your team performs (or doesn't) will determine your success as a manager.
Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.
Learning About Project Management
By James M Peterson
Project management is the discipline of planning, organizing, and managing one's resources. It involves acting as a manager for a specific project, as opposed to a general and continuing mission. A project manager is responsible for the successful competition of a task, regardless of how other circumstances affect that task. The great responsibility of this position means that it is only for the most dedicated of workers.
This is how project management is understood in the business world. In order to succeed as a project manager, workers require technical skills specific to their industry (such as computer manufacturing or programming). They also need a proper understanding of business skills, such as separate management philosophy. A worker who understands the field gets specifics on scope, quality, time, and budget. Such a task also demands a proper understanding of finances, psychometrics, materials and supplies, energy, communication, and logistics.
As such, education is an important part of project management. The prospective project manager must learn computer certification, along with the related business skills. Fortunately, there are many ways to get this education. Training organizations and seminars provide the necessary instruction. The Knowledge Solutions International Company is an example of this. The company teaches computer certification along with related business skills to promising students. The school uses conferencing technology and other methods of effective communication. Remember that the more you know, the more you can help others, and the more money you can make in the long run. Visit TrainWithKSI.com on the web for more information.
The Knowledge Solutions International Company trains people in the field of project management. For more information, or to sign up, visit http://www.trainwithksi.com.
Project management is the discipline of planning, organizing, and managing one's resources. It involves acting as a manager for a specific project, as opposed to a general and continuing mission. A project manager is responsible for the successful competition of a task, regardless of how other circumstances affect that task. The great responsibility of this position means that it is only for the most dedicated of workers.
This is how project management is understood in the business world. In order to succeed as a project manager, workers require technical skills specific to their industry (such as computer manufacturing or programming). They also need a proper understanding of business skills, such as separate management philosophy. A worker who understands the field gets specifics on scope, quality, time, and budget. Such a task also demands a proper understanding of finances, psychometrics, materials and supplies, energy, communication, and logistics.
As such, education is an important part of project management. The prospective project manager must learn computer certification, along with the related business skills. Fortunately, there are many ways to get this education. Training organizations and seminars provide the necessary instruction. The Knowledge Solutions International Company is an example of this. The company teaches computer certification along with related business skills to promising students. The school uses conferencing technology and other methods of effective communication. Remember that the more you know, the more you can help others, and the more money you can make in the long run. Visit TrainWithKSI.com on the web for more information.
The Knowledge Solutions International Company trains people in the field of project management. For more information, or to sign up, visit http://www.trainwithksi.com.
Management Vs Leadership
By Dr. Mario Barrett, Ph.D.
Management versus leadership, what's the difference? Is there a difference? Well, there has always been a difference, but people have not always known how to communicate the difference between the two, which is why in many instances, the terms are expressed in an indistinguishable fashion. However, a leader's role and a manager's role within any organizational setting is not interchangeable. This is not to say that an individual cannot possess the attributes of both, but do realize that their functions and outlooks pertaining to the existing paradigm/status quo (policies, practices, norms, standards, and rules) are very different.
In a nutshell, leaders can be seen as revolutionaries, change agents, and paradigm shifters. Their role is to get people with similar views and ideas together, in a inspirational and collaborative way in order to accomplish a given task or goal. Of most importance however, is that leaders often operate outside or in-opposition to, the parameters set by the existing paradigm/status quo in order to achieve their goals. This sometimes rebellious nature often brings about new and innovative ideas and ways of doing things that shifts or changes the existing paradigm/status quo.
Managers on the other hand, are also tasked with accomplishing goals, but they often confine themselves within the parameters of the existing paradigm/status quo. Managers often utilize people as well to achieve outcomes, but more often in a less inspirational and collaborative way. Therefore, it can be said that while managers are required to meet incremental outcomes, they are still dutiful gatekeepers of the existing paradigm/status quo. In contrast, leaders often identify and challenge the non-productiveness and inefficiency of the existing paradigm/status quo, creating a seemingly oppositional and chaotic environment that can yield innovative and wondrous outcomes that probably would not have been achieved within the existing paradigm/status quo that had been in place prior to the challenge.
Dr. Barrett has an earned PhD in applied management and decision sciences, with a specialization in leadership and organizational change. He also holds a MS in organizational leadership and a BS in organizational management. In addition to these degrees, Dr. Barrett has completed several executive certificates focusing on various areas of management and leadership development.
Dr. Barrett is proud of his academic accomplishments, as they are the product of his long and sometimes difficult journey out of poverty. Along his journey, Dr. Barrett served honorably in the U.S. Air Force, participating in several vital overseas operations in the Middle East and Europe. He has also taught organizational leadership courses at the graduate degree level at Mercy College. This desire to develop leadership whether it be in myself or others is what drives Dr. Barrett. Dr. Barrett currently lives in NYC, where he runs The Barrett Center for Leadership Development, LLC (http://www.TheBarrettCenter.com) and produces The Barrett Leadership Blog (http://www.TheBarrettCenter.blogspot.com).
Management versus leadership, what's the difference? Is there a difference? Well, there has always been a difference, but people have not always known how to communicate the difference between the two, which is why in many instances, the terms are expressed in an indistinguishable fashion. However, a leader's role and a manager's role within any organizational setting is not interchangeable. This is not to say that an individual cannot possess the attributes of both, but do realize that their functions and outlooks pertaining to the existing paradigm/status quo (policies, practices, norms, standards, and rules) are very different.
In a nutshell, leaders can be seen as revolutionaries, change agents, and paradigm shifters. Their role is to get people with similar views and ideas together, in a inspirational and collaborative way in order to accomplish a given task or goal. Of most importance however, is that leaders often operate outside or in-opposition to, the parameters set by the existing paradigm/status quo in order to achieve their goals. This sometimes rebellious nature often brings about new and innovative ideas and ways of doing things that shifts or changes the existing paradigm/status quo.
Managers on the other hand, are also tasked with accomplishing goals, but they often confine themselves within the parameters of the existing paradigm/status quo. Managers often utilize people as well to achieve outcomes, but more often in a less inspirational and collaborative way. Therefore, it can be said that while managers are required to meet incremental outcomes, they are still dutiful gatekeepers of the existing paradigm/status quo. In contrast, leaders often identify and challenge the non-productiveness and inefficiency of the existing paradigm/status quo, creating a seemingly oppositional and chaotic environment that can yield innovative and wondrous outcomes that probably would not have been achieved within the existing paradigm/status quo that had been in place prior to the challenge.
Dr. Barrett has an earned PhD in applied management and decision sciences, with a specialization in leadership and organizational change. He also holds a MS in organizational leadership and a BS in organizational management. In addition to these degrees, Dr. Barrett has completed several executive certificates focusing on various areas of management and leadership development.
Dr. Barrett is proud of his academic accomplishments, as they are the product of his long and sometimes difficult journey out of poverty. Along his journey, Dr. Barrett served honorably in the U.S. Air Force, participating in several vital overseas operations in the Middle East and Europe. He has also taught organizational leadership courses at the graduate degree level at Mercy College. This desire to develop leadership whether it be in myself or others is what drives Dr. Barrett. Dr. Barrett currently lives in NYC, where he runs The Barrett Center for Leadership Development, LLC (http://www.TheBarrettCenter.com) and produces The Barrett Leadership Blog (http://www.TheBarrettCenter.blogspot.com).
Managing People - The Key Ingredients of Successful Staff Appraisal
By Duncan Brodie
If you are a manager, chances are you will have to undertake staff appraisals or staff performance reviews on at least an annual basis. Done well, the se staff appraisals can be a great source of motivation. So what are the key ingredients of successful staff appraisal?
Ingredient 1: Planning
If you are going to have a successful staff appraisal you need to allow time for planning. This planning time needs to be made available to the manager who is carrying out the appraisal and the employee who is being appraised. By allowing the employee and yourself the time to prepare, you lay the foundations for a highly successful appraisal.
Ingredient 2: Listen more
If you are the manager who is carrying out the appraisal you should be listening more than you speak. As a rule of thumb I suggest that the person who is appraising spends about 70% of the time listening and 30% speaking.
Ingredient 3: Specific feedback
As the manager you will need to give feedback on what the employee is doing well and what they can do better. The more specific you are with your feedback the more benefit it will be for the employee. Vague feedback just creates confusion.
Ingredient 4: Comprehensive agenda
Make sure that your agenda is comprehensive. As I minimum I recommend that you include:
• The appraisal purpose
• Employee self assessment of performance
• Manager feedback on performance
• Development plans
• Career plans
• Objectives for next period
Ingredient 5: Sufficient time
Allow sufficient time for each employee's appraisal. I suggest blocking out two hours and making sure that you have some space in your calendar immediately before and after the appraisal. If you do not demonstrate the importance of the appraisal to employees, how can you expect them to take you seriously?
Bottom Line - Done well, appraisals can be a great source of motivation. What ingredients do you need to work on to more effectively appraise employees?
Duncan Brodie of Goals and Achievements (G&A) invites you to take the first step to being more effective as a manager or leader by signing up for his free e-course at http://www.goalsandachievements.co.uk/resources.php
If you are a manager, chances are you will have to undertake staff appraisals or staff performance reviews on at least an annual basis. Done well, the se staff appraisals can be a great source of motivation. So what are the key ingredients of successful staff appraisal?
Ingredient 1: Planning
If you are going to have a successful staff appraisal you need to allow time for planning. This planning time needs to be made available to the manager who is carrying out the appraisal and the employee who is being appraised. By allowing the employee and yourself the time to prepare, you lay the foundations for a highly successful appraisal.
Ingredient 2: Listen more
If you are the manager who is carrying out the appraisal you should be listening more than you speak. As a rule of thumb I suggest that the person who is appraising spends about 70% of the time listening and 30% speaking.
Ingredient 3: Specific feedback
As the manager you will need to give feedback on what the employee is doing well and what they can do better. The more specific you are with your feedback the more benefit it will be for the employee. Vague feedback just creates confusion.
Ingredient 4: Comprehensive agenda
Make sure that your agenda is comprehensive. As I minimum I recommend that you include:
• The appraisal purpose
• Employee self assessment of performance
• Manager feedback on performance
• Development plans
• Career plans
• Objectives for next period
Ingredient 5: Sufficient time
Allow sufficient time for each employee's appraisal. I suggest blocking out two hours and making sure that you have some space in your calendar immediately before and after the appraisal. If you do not demonstrate the importance of the appraisal to employees, how can you expect them to take you seriously?
Bottom Line - Done well, appraisals can be a great source of motivation. What ingredients do you need to work on to more effectively appraise employees?
Duncan Brodie of Goals and Achievements (G&A) invites you to take the first step to being more effective as a manager or leader by signing up for his free e-course at http://www.goalsandachievements.co.uk/resources.php
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