How to become a

SUCCESSFUL MANAGERAsif Akberdownload this presentation fromwww.obizpakistan.com/downloads

What Managers Do?CommunicationTraditional managementNetworkingHuman resource management

Communicationexchanging routine informationanswering procedural questionsreceiving and disseminating requested informationconveying the results of meetingsgiving or receiving routine information over the phoneprocessing paperworkprocessing mail reading/writing reports/memos/lettersroutine financial reporting and bookkeepinggeneral desk work

Traditional ManagementPlanningsetting goals and objectivesdefining tasks needed to accomplish goalsscheduling employees and assigning tasksproviding routine instructionsdefining problemsDecision makinghandling day-to-day operational crisesdeciding what to dodeveloping new proceduresControllinginspecting workwalking around inspecting the workmonitoring performance datadoing preventive maintenance.

Human Resource Managementmotivating/reinforcingallocating formal rewards, giving credit where dueasking for input, listening to suggestions, conveying appreciationgiving positive feedback & group supportdisciplining/punishingFixing responsibilitiesAwarding punishmentmanaging conflictresolving conflict between subordinatesappealing to higher authorities or third parties to resolve a dispute

Human Resource Management [2]Staffingdeveloping job descriptionsreviewing applications, interviewing applicantsfilling in where neededTraining/developingorienting employees, clarifying rolesarranging for training coaching, mentoring, and walking subordinates through a task

Networkingsocializing/politickingnon-work-related "chit chatinformal joking arounddiscussing rumorshearsay and the grapevinecomplaining, griping, and putting others downpoliticking and gamesmanshipinteracting with outsidersdealing with customers, suppliers, and vendorsattending external meetingsdoing/attending community service events

Who is a Successful Manager?What is Success?What is Management? Who is a Manager?What is Successful Management?

What is Success?Success can be expressed asMeeting goalsMaintaining qualityMeeting liabilitiesGenerating profit

What is Management?Management is the act, manner, or practice of managing; handling, supervision, or control: Management is organizing work byOptimizing resources & materialInformationHuman ResourceFinancial ResourcesTechnology ResourcesMaterialMeeting desired & mentioned quality

Who is a Manager?A manager is a person who has the authority of taking decisions about her/his part of Business, while doing or supervising the jobExtent of decision making may be limitedShe/he has the resources to useShe/he is responsible for success

What is Successful Management?Successful management means that the business is runby meeting goals and targetswithin anticipated expensesmeeting or exceeding anticipated profit

Who is a Successful Manager?There may be two types of successful managersApparently successful managerReal successful manager

Apparently successful managerShe/He shows profits in account booksDoes not invest on strengtheningDoes not properly spend on maintenance and up-gradationHer/his success is temporaryUltimately the business suffers failure

Real successful managerEarns tangible profit and/or intangible valueAppropriately invests on strengtheningInfrastructureHuman resource/TrainingTechnologyMethodologyMaintains qualityMeets obligatory requirements Her/his success is long lastingUltimately the business prospers

How to become a Successful ManagerKnow yourselfYour strengthsYour weaknessesYour business (your part of)OpportunitiesThreats

Know yourselfStrengths & WeaknessesKnowledge of jobExperience DeterminationCommunicationPersonalityOpennessAre you fit for your job?

Know your part of BusinessWhat are the opportunities/threats?Customer base expansionCompetitorsRegulationsWhat changes are taking place?Technological changesMethodological changesBusiness PhilosophyWhat is your actual work?What are your targets?Long termShort term

Managers approachMake your approach manager likeDefine your task(s)Discuss, make things crystal clearCommunicateTo all concernedOpen up your mindNever say it cannot be done, because we have never done it.Keep all options openThink logically

Managers approach (2)Make your approach manager likeDont believe unlessYou have experiencedYou have studied in authentic books/recordYou have reliable witnessBe realisticTry to find out the realitiesDoubt everythingBe innovativeCan things be done another way?Change where appropriate

Managers approach (3)Make your approach manager likeExpand your knowledge base continuallyWrite down everythingMake plansUse planning toolsExplain and discusscommunicateAnalyze things logicallyNo personal liking or dislikingAvoid personal opinionsUse science and technology for analysis

Managers approach (4)Make your approach manager likeQuantify thingsUse numbers as much as you canUse standard referencesDefine your standardsStandard operating proceduresArrange things categoricallyExplain reasons for your decisionsAvoid complainingKeep your door openGive respect and command respect

Managers approach (5)Make your approach manager likeSolve the problems at an early stageProblems aggravate with timeKeep the atmosphere friendly and healthyOf course observing discipline and respectKeep promisesDont promise if you cant do itHave empathySee others problems as your ownKeep margin of errorControl your emotionsDont push to the limitsUse toolsCheck lists, planners, organizers, etc.Standard operating procedures

Managers approach (6)Make your approach manager likeLearn to disagreeMany failures take place because people hesitate to show the difference of opinionGive logical reasons if requiredBe clearIn thought and actionDont make assumptionsAvoid ambiguityMake quick decisions and implement, when requiredA delay in taking decisions may waste the time and you may lose opportunitiesDelay decisions if you can affordA haste in taking decision may cost you a lot if situation changes

MeetingsMeetings are essential part of managementThrough meetings Managers and related personnel Exchange ideasDiscuss progress and problemsFind solutionsReach to harmonyQuick way of interaction

Meetings [2]A manager must prepare well for meetingsNothing like I dont know, Sorry I forgot, aaaaa.. May be The agenda should be clearInformation should be ready and completeQuestions and replies should be specificThings should be recordedMeetings should be conclusiveMeeting should be purposeful and held only if really neededNo unnecessary persons to be called

Speaking in MeetingsA talk in a meeting is a formal way of communicationAny question/comment/proposal should beRelated to the current businessUnless permitted by the chairMeaningfulPreciseAny reply given should beInformativeCorrectCompleteTo the point

Meeting etiquettesBe in timeLeave when the meeting is declared concludedIf you must leave earlier obtain the permissionAny person can speak only with the permission of chairSpeak only if it relates to youReply when you are askedReply to the person asking questionsNo chit chat between a smaller groupListen what is being saidAddress the chair when speakingIf you are interrupted stop talkingYou may point it out to the chairWhat else?

What to say?As a middle/junior manager frequentlyYou may have a one to one meeting with your bossThis meeting would be informalYou may be asked toGive your progressAccept new tasksExplain reasonsChange plans/strategyDiscuss Problems

Explain reasonsOn many occasions you will be asked to explain WHY?Tell the truth, maintaining credibilityExplain what external or internal factor caused the unexpectedTell whether you have taken any measures as remedyTell what plan you have to minimize such incidents

Give your progressWhen giving your progressBe honest; be a professionalDont say you have done, what is incompleteDont say you are going to complete, what you have not started yetDont give excuses frequentlyAccept your mistakes and failuresExplain the reasons but try not to blame others whom you controlTake the responsibilityDiscuss your problems and proposed solutions

Accept new tasksWhen asked to accept new tasks/responsibilitiesMake sure You and your team have the capability to do it are not overloaded or stressedhave proper tools, equipment, technologyhave required knowledge, skills, licenses etc.will be provided with safety, training, facilities etc.Discuss it with your team before saying YESSay NO, tactfully if you cant do it wellDont paint a wrong picture

Change plans/strategyWhen asked to change plans/strategyListen/read carefully and understandDiscuss and evaluate in detailAsk for time to study if requiredMake things formalCommunicate to all concerned

Discuss ProblemsWhen discussing problemsStudy the true nature of problemHave related data ready with youExplain the problem and its effects on workingBe ready to suggest possible solutions if askedDont exaggerateDont oversimplifyDont hide the true cause, even if it is you

PresentationsPresentations are an essential part of modern day businessA successful manager must give effective presentations when neededEach presentation has a purposeProgressProposalPlanProcessPropaganda

Preparation of PresentationKnow Your audienceAvailable timeEnvironment Make outlineGather dataPrepare an effective presentationPractice

Know your audiencepresentation is made according to anticipated audienceFor top management it is short and full of dataFor middle and lower management it usually contains descriptions, explanations, reasons etc.For a third party it is made attractive and selling

Know the available timePresentations are normally 15 minutes to 2 HoursYou should have information about the exact time allotted to youDivide total time intoIntroduction (5 to 10% of total time, if any)PresentationQuestion time (20% of total time)Design your presentation for approximately 1 slide per minute

Know the presentation environmentWhat will be size of projected slide on screenHow far will be the farthest viewerDesign the screens so that the farthest viewers see your slides clearlyWill it be a bit dark environment or lights will remain on?Slides designed for dark rooms may not be visible well in a well lit atmosphere

Make outlineDefine the basic theme of presentationProgress showingProposal/DemandsPlan/Feasibility etc.Write down what you want to say in the form of words or phrasesUse a word processor or presentation softwareDont bother for logical sequenceIt will be done laterInvolve as many people of your as you canArrange the topics in logical order

Gather dataWrite down the data neededDefinitions, descriptions, numerical data, etc.Obtain the data from reliable sourcesCompany reportsBooks, encyclopedias, periodicals, newspapers, etc.InternetColleagues

Prepare effective presentationExpand the topics in outlineKeep the presentation simpleMake the slides legibleAvoid sentences, unless definitions or descriptionsSix to eight main points on one slideMay be lessUse colors and graphics according to audience

Practice itRehearseFull rehearsal is a must so you know how much it will takePeople usually prepare too many slides and then simply keep dropping them when actual presentation takes placePrepare for questionsFind someone who knows the subject and likes to disagree with youShow her/him your presentationAsk for comments and take those comments seriouslyDont defend yourself without thinking

Behavioral interviewingA manager may have to conduct interviewsA good technique is behavioral interviewingAssuming a person will behave the same way as he/she acted in the past in the same situationQuestions may be, in a given situationWhat did you do?What will you do?

Behavioral interview questionsTraditional questionsTell me about yourselfWhat are your strengths and weaknesses?Why are you interested in working for us?Behavioral interviewing emphasizesPast performance and behaviorsInvesting the time and energy in developing behavioral interviews often attract top candidatesTop candidates make the company a better place to work

Preparation to conductTo employ behavioral interviewing the skill sets required for a particular position are neededThese skill sets may includedecision making and problem solvingleadership, motivationcommunication, interpersonal skillsplanning and organizationcritical thinking skillsteam building and the ability to influence othersThe skill sets are determined by doing a detailed analysis of the positionJob seekers also should go through this same process

Questions for preparationThe interviewer should have clear view aboutWhat are the necessary skills to do this job?What makes a successful candidate?What would make an unsuccessful candidate?Why have people left this position previously?What is the most difficult part of this job?

Behavioral Interview QuestionsThe behavioral interview questions may be regardingDecision Making and Problem SolvingLeadershipMotivationCommunicationInterpersonal SkillsPlanning and OrganizationOther Behavioral Questions

Decision Making and Problem SolvingGive an example of a time when you had to keep from speaking or making a decision because you did not have enough informationGive an example of a time when you had to be quick in coming to a decision

LeadershipWhat is the toughest group that you have had to get cooperation from?Have you ever had difficulty getting others to accept your ideas?What was your approach? Did it work?

MotivationGive me an example of a time when you went above and beyond the call of dutyDescribe a situation when you were able to have a positive influence on the action of others

CommunicationTell me about a situation when you had to speak up (be assertive) in order to get a point across that was important to youHave you ever had to "sell" an idea to your co-workers or group? How did you do it? Did they "buy" it?

Interpersonal SkillsWhat have you done in the past to contribute toward a teamwork environment?Describe a recent unpopular decision you made and what the result was

Planning and OrganizationHow do you decide what gets top priority when scheduling your time?What do you do when your schedule is suddenly interrupted? Give an example

Other Behavioral QuestionsGive a specific example of a policy you conformed to with which you did not agree.Give me an example of an important goal which you had set in the past and tell me about your success in reaching it.Describe an instance when you had to think on your feet to extricate yourself from a difficult situation.

Answering behavioral questionThe best way to answer is to use the three-step STAR processSituation or TaskActionResult or outcomeFor examplerecount a time when communication within work group had broken down (situation)To resolve the problem, you organized informal lunch meetings for people to discuss relevant issues (action)Morale then improved, as did the lines of communication (result)Using this three step STAR process is a powerful way to frame the experiences and accomplishments for the interviewer.

Report writingReport writing is a routine work for any managerThis is the most formal form of business communicationReport may be DailyWeeklyMonthlyAnnualPeriodicCompletionMilestone ReportExceptionalEvent basedOn demand

Types of reportsReports may be classified asProgress ReportsFeasibility reportsInspection reportsResearch reportsTechnical background/evaluation reportsStudy/survey reportsRecommendation reportsEnquiry/findings reportsProposal ReportsEtc.

Reports describeThe reports may describe one or more ofWhat has been done?What conclusions have been obtained by the work?How something is done?What is the state of the work/market?Whether a work will be beneficial or not?What should be done?A method is technically suitable or not; etc.?

Progress reportsProgress reports tell:What was the previous progress, if any?How much work has been done during the period?What was expected?What is in hand?What is the overall performance?Problems or suggestions if any

Standard progress reportA standard progress report should have the following components.Introduction (if appropriate)Previous progressProgress for the reported period/stageComparison of the current progress with the expected progressCumulative progress Comparison with overall task scheduleImportant events/benchmarks during the reported periodAny deviation from the plan or anything extraordinaryAny changes in the planPlans for next periodProblems, demands, requirements, suggestions, comments etc.

Characteristics of a reportA technical report (as compared to a press report) should beCorrectInformativeLogicalSimpleStructuredConciseUnambiguous/clearWith specific detailsQuantitative descriptionsStandard terminology

Report writing standardsA well managed company should have defined standards for report writingPage size, fonts, margins, justification etc.Heading and logo styleAbbreviations, unitsReferencing styleDate, time, currency etc. styleColor codingSymbols

Other business writingsEach business needs some written communication, one way or anotherBasically writing are of two typesInternal communicationbetween people in an organizationExternal communicationput out to people outside

Internal communicationInternal communications have many functionsto inform employees about changes in the companys businessto serve as a reminder of that company's purposeto let the employees know of changes to their benefitscompany newslettersmemos to individuals regarding appointment, postings, assignments, promotions etc.

Internal communication [2]These may betraining materialsreport on meetingsreport on happenings outside the company affecting companyreporting on marriages, births, retirement etcreport on business changes such as buy outs or new purchasescompany policies

Internal CommunicationInternal communication needs references such asRules and regulations referencePolicy referenceAuthority referenceMeeting referencePrevious correspondence reference

What are different forms?Audience to contributeWrite down the different shapes/formsWhat is difficult?Why some people are considered better at drafting?Which draft is considered good?

External CommunicationAimed at people outside the company, anywhere in the worldThe form may belettersinvoices receiptsinvitations informationreportsetc.Must clearly indicate the date, senders name, contact, subject and what do you wantMust be polite, comprehensive, meaningful and error free

Peer CoachingOriginally developed as a cost-effective way to provide quality coaching to mid-level, high potential and emerging leadersImplemented in numerous organizationsAchieving significant results in accelerating leadership developmentCreates sustainability and reduces the cost of training by involving each participant as an equal partner in the processEach participant acts as both the coach and the learnerResults in more collaborative leadership base committed to continuously becoming more successful

Benefits

Personal development planReduce isolation among leadersEstablish collaborative normsBuild a shared knowledge baseEnable leaders to give and receive ideasShare successful practicesTransfer training to the workplaceEncourage reflective practiceMore cohesive organizational cultureAccelerate leadership development

What Peer Coaching is and isntIt is professional, not social dialogueIt is observation basedIt is developmentalIt is not a competitionIt is supportiveIt is confidentialIt is based on individual growthIt is voluntaryIt is founded on trustIt is not an evaluation tool

Peer Coach RolesEach coach plays three basic roles for others and he/shethinking partnerObserving from outer world a peer can find many solutions to your problems which you dont seeobjective supportOut of your perspectives a peer can see beyond the cage of your habits, history, preferenceshelp in being accountableA peer is going to constantly remind you about your goals and will ask how much progress you have made

How Do We Measure SuccessAn Executive Coach or Change Management Specialist is charged with the responsibility Primary responsibilityconduct individual stakeholder surveys and interviewsgather initial and continuous feedback on behalf of each participantEach participant may also conduct his or her own interviewsThe interview process focuses on discovering the answers to What is the client doing well?How could they improve?What suggestions do you have for their future?.

How Do We Measure Success [2]The person conducting the interview will take careful notes of all comments and suggestionsIf comments are general, the person interviewing will probe for morethe more specific, the betterthe combined information from a variety of people assists each participant to create a very clear and specific development plan

Choosing stakeholdersAre these people in a position to give accurate information about behavior?They might be supervisors, peers, and people directly reportingDo they feel safe enough to be completely honest with me?Will they be fair?Will they take a few minutes on occasion to give me their suggestions?

To be most effective peer coachMake a commitment to forgive and forget the pastMake your observations constructive, specific and behavioralBe positive and supportiveBe honest and fairUnderstand the peer wont be able to act on all of your suggestionsBe a helpful coach to the peer Set aside any impulse to be a critic or judge

Specific CommentsGeneral comments offered are not sufficientthe interviewer will probe for specific commentsThe more specific, the bettersometimes very small ideas from a variety of people add up to a very specific picturehelps the person being coached understand much more clearlywhat those around experiencelike to be differentComments should be about behavior and anonymousThe process is about behavioral changeonly comments describing specific behaviors will be usefulIf a third person is conducting interview, the commentbe supplied to peer in a complete formhide the Identity

Measuring ResultsMeasure if the person being coached is actually improvingnot measured by the coach or the clientbut by the stakeholdersMini-surveys are a simple and efficient way to measure behavioral changeshort and focus only on the leadership behavioral goalthat has been selected by the person being coacheddesigned to evaluate behavior during the coaching periodfocus on the stakeholder's perception of the individual's improvementnot their effort

After ResultsAfter receiving the mini-survey resultsthe peer thanks the stakeholdersinvolves them in future changecontinues the processAlmost always a positive experience for the peer and for the stakeholdersWhen done consistently wellthe positive change is seen quicklybuilds momentumis sustained

Say Thank YouThe answer to every stakeholder suggestion is Thank younot thanking for the content of their ideasthanking for willingly helpingAvoid the temptation to grade or debate responsesJust say Thank youYou do not need to implement every suggestionDiscussion suggestions with you peer coaching partnerAsk yourselfWhat would happen if I implement