ESSENTIAL MANAGERIAL

SKILLS FOR NEW MANAGERS

 WHAT DEFINES MANAGEMENT

“ A DISCIPLINED SET OF ACTIONS OF

GETTING THINGS DONE THROUGH
OTHER PEOPLE”
 MANAGER’S OWN PRIORITIES

THE 7 ESSENTIAL BEHAVIORS

• Know your people & Business

• Insist on Realism
• Set Clear Goals & Objectives
• Follow Through
• Reward The Doers
• Expand People’s Capabilities
• Know Yourself
 Know Your People

 Live your business – Day-to-day reality

 Get engaged, get known, get visible

 Dig up live information not moribund data

 Distill challenges facing business into Few Basic

Issues (FBI)

 Avoid mean-spirited dialog

 Keep your people’s focus on execution at all times

 Insist On Realism

 Encourage learning from mistakes

- Don’t bury them

 Figure ‘how’ you will make the numbers

 Honest comparison with others

 Conduct reality checks

 Set Clear Goals & Objectives

 Focus on few, clear priorities

 Keep Language plain, direct and

understandable

 Periodically get ‘outside eyes’ for more

clarity
 Follow Through

 Insist on taking goals seriously

 Create follow-through mechanisms

 Send strong – very strong signals…

 Reward Doers

 Set and link performance to reward systems

 Measure, reward & promote

 Avoid socialism
 Create transparency in reward system
 Expand People’s Capabilities

 Coaching – The most important factor

 Create useful feed back systems & not ‘back-
feed’
 Asking incisive questions & not ‘presumptive’
ones
 Push people to explore alternatives
 Spend energy on knowing where to spend your
peoples energy in education
 KNOW YOURSELF

 It’s all about Character

 Accept & deal with yours and others’
weaknesses
 Fortitude
 Handle organizational ambiguity
 Unload emotional blockage
 Authenticity builds trust
 Know Thyself allows appropriate systems
 Humility connects with reality
 MOST IMPORTANT RULE:
WALK THE TALK

 Closure
 Make only true promises
 Control temper (Perspective taking)
 Show respect
 Speedy resolution
 Take full responsibility
 WHAT IT TAKES TO BECOME
A MANAGER

 Prioritize the year/quarter/ month/ week/ day

with most important tasks to fun tasks
 Inform, delegate, educate
 Stay on top of everyone’s work
 Acknowledge and recognize those who have
performed well on a daily/weekly basis
 CRYSTAL CLEAR
COMMUNICATION
 Action language
 Eliminate ladder of inference
 Stay concise
 Make accurate and specific statements
 Listen through clarification
 Give full presence
 Don’t interrupt, advise, interpret or judge when
others talk
 MISSING INFORMATION WHEN
WE GIVE INSTRUCTIONS VERBALLY
OR WRITTEN

 Time schedules
 talk about the past, say, ‘yesterday’, or at present, or
tomorrow,
 could give a time, tomorrow at 4:00 p.m.
 Specific/Organized information.
 Ever read a memo you don’t understand? or
 Assigned a project to your subordinate who has a vague
clue of what you want done?
 Who requests the information?
 Who gets the request?
 MISSING INFORMATION WHEN
WE GIVE INSTRUCTIONS VERBALLY
OR WRITTEN

 Your subordinate has no idea what action you

want him to take.
 What kind of time frame as the manager given the
subordinate?
 Does it fall under the smart objectives?
 Has the manager sent a clear message on how he
wants his subordinates to contact him/her?
 If a problem exists, then did the manager or
subordinate come up with at least one solution to
solve the problem?
 TUNE IN AND TURN ON
TEAM PLAYERS

 Know what your boss expects of you over the next

12 month
 Know the mission statement of that department
 Define your goals in conjunction with the mission
statement
 Tell team their 12 month goal forecast
 Ask team players what role they see themselves
contributing on each project
 Let them know you will assist them by guiding
them to accomplish their goals
 TIMED PROJECTS:
WHO TAKES RESPONSIBILITY

 Responsibility Charting
 D-decision, C-consult, A- advise, R-responsible, U-undecided
 Specify the different activities
 What?
 Who?
 When?
 Why?
 Where?
 PUT YOUR BEST FOOT FORWARD
FROM THE BEGINNING

 Let your team know you understand the expectations of the

company
 Let your team know exactly what you expect from them
 Engage them on how they wish to play a role on your team
 Know the strengths and weaknesses of each team player
 Plan your team according to their strengths and skills
 Get to know your team players through sharing of ideas
 Acknowledge their ideas
 HANDLING CONFLICTS

 Communication non-violently
 Understand and explain needs of all parties
 Get to positive, clear, direct action
 Write and document all agreements
 ACTIONS TO BOOST AUTHORITY, BUILD
CREDIBILITY AND EARN RESPECT

 Get your team recognized from your bosses

 Have team work on special projects to increase their visibility
 Keep educating team with new materials
 Send them to workshops to gain further skills
 Show them how to manage their time
 Give special awards
 Acknowledge when you see their effort
 Appreciate them for common courtesies
 Work with their differences after coaching for corrections
 Have family outings with team members
 MANAGING VS. COACHING

 Telling  Explaining
 Demanding  Persisting
 Proving you’re right  Understanding
 Giving single option for clarity
 Expecting  Exploring
 Multiple options
Directing
 Guiding
 Creating
willingness
 DO’S & DON’TS IN THE BOSS,
EMPLOYEE RELATIONSHIP

 Do not bring in your personal problems from

home
 Do not show outward favoritism
 Do not reprimand team player in front of others
 Do not have them do your personal work
 Do not ask them for personal favors
 Do not take them for granted
 Do not expect them to read your mind
 Do not use aggressive or passive language
 Do not ask them to do something you wouldn’t
do or haven’t done yourself
 10 COMMON MANAGEMENT
MISTAKES YOU WANT TO AVOID

1. Telling team player what to do without her input

2. Not allowing team players to have a say
3. Forcing your ideas on the team
4. Discouraging your team to think outside the box
5. Having little flexibility
6. Preventing your team from taking training courses Taking 0 risks
7. Forcing team to work overtime all the time without compensation,
acknowledgement or recognition
8. Putting blame on your team when you should take the blame
9. Not delegating properly
10. Feeling only you can do the job
 WHY BOSSES TURN PEOPLE OFF

 Aggressive vs. assertive

 Air of arrogance
 Poor listeners
 Big egos
 I had to take the crap, so now it’s your turn
 What you hate you become
 TYPICAL COMPLIANTS

 Complaints about the pay Envelope-

 Paid at the wrong rate
 Rate out of line with comparable jobs
• In company
• Other companies
 Earnings too low
 Lack of material resulting in idle time or layoffs
 Poor quality of material, which reduces operating speed
 Proper tools and equipment not available
 Breakdown of machines and equipment because of inadequate maintenance
 Inadequate instructions or training
 TYPICAL COMPLIANTS (2)

 Complaints about Hours of work

 Standard hours too long or too short
 Too much overtime- more than other employees
 Work unnecessarily dirty, hot, cold, smelly, or otherwise
uncomfortable of unhealthy
 Work unnecessarily dangerous
 Facilities and conveniences, such as toilets, rest rooms,
washrooms, lockers, inadequate in capacity or
appearance
 TYPICAL COMPLIANTS (3)

 Complaints about Supervisors-

 Acts of omission
 Does not keep promises
 Does not give credit when due
 Does not promote his employees
 Does not explain pay shortage
 Does not handle complaints promptly, courteously, and fairly
 Does not give notice prior to layoffs
 Does not "go to bat" for his employees
 Does not give reasons for orders
 Does not treat his employees with the dignity they have a right to expect
 TYPICAL COMPLIANTS (4)

 Acts of commission
 Takes credit for worker's suggestions
 "Bawls out" employees before other workers
 Plays favorites in assigning work, overtime, etc.
 Establishes unnecessary rules and regulations
 Pushes employee too hard
 Holds good employees to avoid the necessity of training and to
keep costs low
 GUARANTEED WAYS TO GAIN
COMMITMENT & COOPERATION
OF WORKERS

 Refer to actions boost your authority

 Safety , Security, Support

 Team feels pulled into the loop
 Your presence shows authenticity
 Team has a sense of belonging
 Team feels inspired