An enormous amount of research, analysis, commentary, and advice has been written on the advantages and disadvantages of different management styles. My question for you here is not an academic exercise of which style works best in which specific circumstances. Rather, my question for you is what kind of manager do you want to be? That is to say, what style works for you personally? The reason I'm asking you this question is because at the end of day, we are not just managers, we're people. (Full Text . . .)
The title of this column may sound like an odd question to ask, but if you read the job description of most management-oriented jobs, they generally talk about providing vision, building processes, overseeing activities, delegating work assignments, motivating the team, and other similar activities. That said, these same job descriptions don't generally discuss understanding your team member's needs, helping your staff move toward their long term career goals, and really understand your team's n(Full Text . . .)
As a manager, it's important to know the difference between coaching and mentoring from two perspectives. First, is how coaches and mentors can help your staff in the performance of their jobs and as part of their career development. Second, is how coaches and mentors can help you in your current job and career development.
Let's begin by talking about the difference between coaching and mentoring, and then talk about the difference between your staff and you.
The title of this column may seem like a simple question, but the answer has major ramifications on your department's goals, activities, priorities, and organizational structure. This is best explained in a quote by General and U.S. President Dwight D. Eisenhower 'We succeed only as we identify in life, or in war, or in anything else, a single overriding objective, and make all other considerations bend to that one objective.'
From a management perspective, this means, at least from my perspect(Full Text . . .)
It's truly amazing how many great management books have been written. These books are on every conceivable management and leadership topic, from delegation to managing up, from motivation to innovation, from tactical planning to strategic thinking, and so on.
As a manager, at any organizational level, from a first time supervisor to the CEO's seat, being well read can greatly enhance your effectiveness and help facilitate your professional success.
Staff meetings are like dentist appointments. We know they're good for us, but about five minutes before the meeting you can think of about a thousand different things you would rather be doing.
That said, don't underestimate the importance of staff meetings and the very positive effect they can have on the organization. These effects include improved department communication, psychological team building, and improved group productivity. From a communication perspective, staff meetings enhance(Full Text . . .)
Congratulations! You got permission to hire a new person into your group, worked hard to hire the best possible person, and he/she agreed to take the job. Now what?
When a new person is hired into your group, you're job as the manager has just begun. Remember, if you made the decision to hire this person, his/her success or failure at the company is an illustration of your decision-making ability and your competency as a manager. That said, it's in your best interest to help assure the succes(Full Text . . .)
Wow, if you are a manager and love to surf the net, this week's column is for you. It can help you legitimize your wish to be on the internet during work time. This, of course, also assumes that you are doing it for the right reasons and taking my advice.
As a manager both Google and YouTube can be a great source of information, research, and inspiration. Let's start with Google, or the other search engine of your choice. Google can be used to:
For those not familiar with the expression 'Bench Strength', it is generally thought of as a sport-related term. It refers to the quality and ability of the replacement athletes you have sitting on the bench that can take the place of your star athletes if/when they get tired or hurt. On a personal note, I have a deep understanding of bench strength. As a kid of marginal athletic ability, I have a fair amount of experience sitting on the bench.
I would like to begin this week's column simply by saying that if you are a manager, to your team, you are the head of the fish.
Giving credit where it's due, the expression 'A fish rots from the head down' is an old proverb of unknown origin, but claimed by various countries and cultures. Also, my limited research into the biological accuracy of the expression leads me to believe that it's the fish's inner organs, rather than its head, that actually rot first. All that said, this is neither (Full Text . . .)
Upon occasion, I've written columns related to hiring new employees. These column titles have included:
Getting Permission to hire
Deciding which person to hire
Interviewing Job Candidates
Hire people that love their work
In this week's column, I would like to discuss hiring from a different perspective, namely, the importance of hiring the right people. By the right people, I don't necessarily mean hiring the person who is the smartest, the most(Full Text . . .)
Wow, in today's economy and business environment this may seem like a very strange time to be writing about what to do when your group has extra time on their hands. In many cases, staff reductions over the last few years have left companies lean to the point of very often being understaffed to perform needed tasks.
With that said, then why am I writing this column now? The answer is that many jobs have work cycles. Accountants tend to be busiest at the beginning of each month, when trying t(Full Text . . .)
When I first became a manager, I thought I needed to know all of the answers to all of the issues in my department. You know what, I was wrong. I quickly learned that management was more about asking questions, communicating, making decisions, management process, and leadership. In this week's column, as the column name alludes, I would like to specifically discuss asking questions, and its first cousin, listening.
Let's begin with the old saying that 'God gave us one mouth and two ears, ther(Full Text . . .)
When I was little my mother told me it was dangerous to talk to strangers. When you are a small child, this is great advice that will help keep you safe and out of harm's way. As an adult, however, not talking to strangers can dramatically
Reduce your ability to network professional
Minimize the chance of finding new potential opportunities
Lessen your chances of expanding your professional contacts
Decrease the likelihood of widening your professional horizons though chan
As you move up the organizational ladder (get promoted), regardless of your chosen profession, you will eventually be managing business functions that are performing tasks that you have no personal ability to complete. Additionally, because these departments are within your responsibility, you will be required to make high level decisions and approvals regarding their funding, business direction, staffing, and organization. As a result, the sooner that you learn how to make decisions based on t(Full Text . . .)
It's a story that is often told. You love your job. You love your boss. You love the company and all is well with the world. Then, something changed that upsets your universe. It may happen all at once or it may happen slowly over time. In either case, however, you wake up one day and say to yourself, 'Wow, I'm no longer happy with my job.'
Organizational Shift are the changes that happen over time to all organizations that modifies its culture, values, environment, and/or general atmosphe(Full Text . . .)
When people in management roles think about moving ahead in their career, they generally aspire to having their boss's job. The trick is figuring out how to get there. Sometimes, if you are lucky or because you have positioned yourself effectively, you are the heir-apparent for your boss's job because of your:
Time in job
Ability as compared to your peers
Your role as alpha-peer and are looked up to by your peers
As an individual contributor you thought being a manager was easy. Now that you have been in the role for a while you realized, like most things in life, it's a lot harder than you thought. That said, looking back at your time as a manager, you have done a pretty good job managing your team, working with other managers on cross-department initiatives, making your project deadlines, and getting the resources that your team needed to be successful. Then WHAM, you made(Full Text . . .)
You see one of the people who is working for you bullying another employee. You observe a person working for you selling illegal drugs to a fellow employee in the restroom. One of your employees starts swearing at a customer on the telephone. Other than the obvious that they are all bad things, what else do they have in common? The answer is that as a manager, you must deal with these situations immediately. If you don't, the following bad things may happen.
As managers, we are continually negotiating with those we work with. These people include our staff, peers, customers, internal departments providing us with value, internal customers that we support, and many others. Outside the workplace, we are also continually negotiating with our spouses, kids, parents, friends, car dealers, vendors, and others.
This dual usage of negotiation skills, namely work and home, makes learning how to negotiate a double win. You can use these learning skills at(Full Text . . .)