HOW GOOD OF A MANAGER ARE YOU?

transcript

ASSESSMENT

TOOLS/RESOURCES

IMPLEMENTATION STRATEGIES

ASSESSMENT

TOOLS/RESOURCES

IMPLEMENTATION STRATEGIES

Mickey Stone

WHAT TYPE OF MANAGER ARE YOU?

AUTOCRATIC DEMOCRATIC - Top down - Bottom up - Dictate - Realistic - Reactionary - Participative - Bottom Line - Supportive - Stand Off - Humanistic

WHAT TYPE OF MANAGER ARE YOU?

- Empowering - Profit Minded - One Minute - Combative/opposite side always - Direct first listen second - Architect - Sergeant - Behind closed doors - Via email - Coach

ASSESSING YOUR PERFORMANCE MANAGEMENT

EFFECTIVENESS

ASSESSING YOUR PERFORMANCE MANAGEMENT

EFFECTIVENESS

HandoutHandout

Do you Communicate Effectively? Do you Create Good Rapport? Do you Eliminate Contributory Factors? Do you Take the Time to Motivate? Have you Instituted Helpful Mechanisms and

Systems? Personal Case Scenario

Do you Communicate Effectively? Do you Create Good Rapport? Do you Eliminate Contributory Factors? Do you Take the Time to Motivate? Have you Instituted Helpful Mechanisms and

Systems? Personal Case Scenario

BEST PRACTICES FOR MANAGING

Leadership Effective Communication Active Listening with 1 Minute

Managing Feedback with Strategies as Needed Trust, Empowerment and Positive SMART

Leadership Effective Communication Active Listening with 1 Minute

Managing Feedback with Strategies as Needed Trust, Empowerment and Positive SMART

OUR BEST PRACTICESOUR BEST PRACTICES

MOST COMMON MISTAKES MANAGERS MAKE

Managers are above the actual day to day work of their area of

management

Managers are above the actual day to day work of their area of

management

Co-workers do not want to see a leader walking around a business barking orders. The effective manager will treat co-workers like valuable resources and they to understand the trials and tribulations of living paycheck to paycheck and strive to meet the goals of the business.

The effective manager is selling the idea that everyone is in the same boat; targeting goals, working together and achieving their mission.

Co-workers do not want to see a leader walking around a business barking orders. The effective manager will treat co-workers like valuable resources and they to understand the trials and tribulations of living paycheck to paycheck and strive to meet the goals of the business.

The effective manager is selling the idea that everyone is in the same boat; targeting goals, working together and achieving their mission.

Exuding a non-caring attitude to individuals and situations

The worker figures out from the quality of all this support whether or not the boss cares about the worker. In addition, whatever that standard for caring is, the worker turns around and uses it to treat the company's customers and other people in the workplace including bosses in the same manner.

Lack of honesty and stretching the truth

The boss states that a particular tool or piece of equipment is adequate while the worker knows this is not true, the worker assumes that the boss knows better and thus concludes that the boss is being dishonest. The message is that a low standard for honesty is OK. "If you can do it so can I" takes over from there.

The workers will disclose most if not all problems if you listen to them. And by the way, if most of them line up against one particular thing, rest assured that thing requires major fixing

The boss states that a particular tool or piece of equipment is adequate while the worker knows this is not true, the worker assumes that the boss knows better and thus concludes that the boss is being dishonest. The message is that a low standard for honesty is OK. "If you can do it so can I" takes over from there.

The workers will disclose most if not all problems if you listen to them. And by the way, if most of them line up against one particular thing, rest assured that thing requires major fixing

Not listening to their consumers and employees

Poor listening is the key to inferior leadership?

Leadership can send messages by simply going out and listening to employee complaints and suggestions about how you support them. Once you find a situation correct or change that condition and do it to the reporter's satisfaction. This corrects the problem thereby making the worker's job easier, corrects your poor leadership from leading others toward other than very high standards and provides living proof that you really care about your people.

This process of detection and correction teaches workers how to solve problems, how to treat customers and how to use value standards in the workplace.

Poor listening is the key to inferior leadership?

Leadership can send messages by simply going out and listening to employee complaints and suggestions about how you support them. Once you find a situation correct or change that condition and do it to the reporter's satisfaction. This corrects the problem thereby making the worker's job easier, corrects your poor leadership from leading others toward other than very high standards and provides living proof that you really care about your people.

This process of detection and correction teaches workers how to solve problems, how to treat customers and how to use value standards in the workplace.

Employ interactive leadership: Reading your people

Listen to their complaints and suggestions

Accepting their complaint

Apologize for the issue

Voice tone

Facial and body expressions

Regain their trust

Employ corrective action together (Specific, Measurable, Attainable, Realistic, and Timely - SMART)

Listen to their complaints and suggestions

Accepting their complaint

Apologize for the issue

Voice tone

Facial and body expressions

Regain their trust

Employ corrective action together (Specific, Measurable, Attainable, Realistic, and Timely - SMART)

WHAT DO YOU DO WELL?WHAT DO YOU DO WELL?

What are some of your biggest accomplishments to date?

WHAT DO YOU STRUGGLE WITH?

What are some of your failures or areas that you feel you are below the bar?

CORRELATECORRELATE

Do any of your accomplishments correlate directly to your management strengths and the skills you perform well?

Do any of your failures correspond to any of your avoidances or procrastinations?

Do any of your accomplishments correlate directly to your management strengths and the skills you perform well?

Do any of your failures correspond to any of your avoidances or procrastinations?

Scrutinize areas of failure or unmet goals

Was it due to: Skills/knowledge or the need for additional

training? Way it was communicated and the maintenance of

your goals? Available resources? Someone managing down (micro)? Personnel? Lack of active involvement on your part?

Was it due to: Skills/knowledge or the need for additional

training? Way it was communicated and the maintenance of

your goals? Available resources? Someone managing down (micro)? Personnel? Lack of active involvement on your part?

Tools & ResourcesTools & Resources Assessing Your Performance Disc Behavioral Scavenger Hunt Marston’s Model Disc Conversational Identifier Disc Personality Profile Feedback Tips Managing Difficult People Implementing SMART Four Stages of Team Development/Motivation Tools for managers

Assessing Your Performance Disc Behavioral Scavenger Hunt Marston’s Model Disc Conversational Identifier Disc Personality Profile Feedback Tips Managing Difficult People Implementing SMART Four Stages of Team Development/Motivation Tools for managers

ImplementationImplementation

Designate areas of needed improvement/prioritize Brainstorm with group Designate Pathway SMART Utilize any or all the tools needed Active Management of the Plan

HOW TO MANAGE UPHOW TO MANAGE UP

In the Loop Consistent Performance Communication

Style Receiving Amount Timing

Making their job easier-The Bridge Knowing when they will approach you Your Case Scenarios

In the Loop Consistent Performance Communication

Style Receiving Amount Timing

Making their job easier-The Bridge Knowing when they will approach you Your Case Scenarios

THE SNOWBALL EFFECTTHE SNOWBALL EFFECT

Take one idea & implement by One more by Nothing ventured nothing gained

THANK YOU!THANK YOU!

Program Design & Facilitation for:Training

EducationAssessmentManagement

Mickey Stone860 Texas Hill Road

Huntington, VT 04562(802) 434-4152

Cpage3@aol.com

Program Design & Facilitation for:Training

EducationAssessmentManagement

Mickey Stone860 Texas Hill Road

Huntington, VT 04562(802) 434-4152

Cpage3@aol.com

HOW GOOD OF A MANAGER ARE YOU?

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