Whether you are a senior leader, a manager or supervisor of people, you have the greatest job and the most difficult responsibility imaginable. People who manage others are in a direct position to affect their performance. They can add to people's success and that of their organizations. You hire people. You train people. You fire people. You plan projects. You delegate work, and you motivate your team. Would you say that this is so important and of such great value that companies devote significant resources to training their managers? Wrong. It is a sad commentary that most "management training" tends to be on things, process, policy, corporate goals, etc. So what's the problem? The problem is that successful management means getting important work done through others...it's a people business and far to little development for managers is provided in the people side of managing.
When new managers are asked to take on this role, they must certainly already possess the people leadership know-how. Not correct. In many cases, individuals are promoted because they are successful as a "doer" of work. Whether they really possess the leadership and management know-how is in doubt. This is not unusual. Good performers can become good managers but not without real development. Where does the aspiring new manager find the training and what do they seek training to accomplish? The focus needs to be on the individuals they lead. Managers must master the ability to know their people and come to understand their uniqueness. Success can be attained if managers pay attention to some basic but mission critical skills. There are several that form the foundation for management success.
One of the first areas to seek training for is in communication skills. Managers can learn communication by training and by actually learning from experience. Communication skills affect the managers abiltiy to delegate work effectively and to motivate and coach their teams. Communication is so critical that managers need to take total responsibility for finding resources for developing in this area. Accept that this is a process and that most programs that over-promise should be avoided. This will take time. Get started in the communication area right away.
Learning from Successful Managers. Identify and seek out experienced managers who are known for effectively communication to their people. Locate other successful managers and ask to meet to discuss your development. Be prepared with questions that focus on the basis areas of management communication such as delegating assignments and performance management and coaching. Inquire as to, how different people might require different approaches to communication. See what communication obstacles these successful managers have faced and what solutions and methods were best suited. Where appropriate, consider asking one of these managers to "mentor" you for a period of time as you learn effective communications to lead your team. If not a true mentoring relationship, ask if you can consult with them periodically with questions.
Building a relationship of trust is based on getting to know each person. Each team member is unique and has a wide diversity of skills, attitudes and characteristics. Managers need to make getting to know as much as possible about each employee a high priority. The amount of time and effort involved is small compared to the value attained. People will be drawn to a manager who really seeks to know them as individuals and respect their unique qualities. The knowledge of the characteristics and abilities each person brings to the job allows the manager to be a very effective communicator. Projects and assignments can be delegated effectively through the "lens of each individual."
Aspiring managers and leaders need to realize how significant these three core competencies will be in their success. Armed with these techniques, managers will have a real impact on productivity. The best news is that managers can take action now and seek development in these areas. There is no need to sit around waiting for someone else to provide the training. Don't get so caught up in all the daily activities of the management job that you fail to continue development in the three core competencies. This is a journey and not a quick fix. The rewards and victories along the way will make any effort at self-development worthwhile. Future advancement will be made possible because of the constant improvement in these advanced skills.
When new managers are asked to take on this role, they must certainly already possess the people leadership know-how. Not correct. In many cases, individuals are promoted because they are successful as a "doer" of work. Whether they really possess the leadership and management know-how is in doubt. This is not unusual. Good performers can become good managers but not without real development. Where does the aspiring new manager find the training and what do they seek training to accomplish? The focus needs to be on the individuals they lead. Managers must master the ability to know their people and come to understand their uniqueness. Success can be attained if managers pay attention to some basic but mission critical skills. There are several that form the foundation for management success.
One of the first areas to seek training for is in communication skills. Managers can learn communication by training and by actually learning from experience. Communication skills affect the managers abiltiy to delegate work effectively and to motivate and coach their teams. Communication is so critical that managers need to take total responsibility for finding resources for developing in this area. Accept that this is a process and that most programs that over-promise should be avoided. This will take time. Get started in the communication area right away.
Learning from Successful Managers. Identify and seek out experienced managers who are known for effectively communication to their people. Locate other successful managers and ask to meet to discuss your development. Be prepared with questions that focus on the basis areas of management communication such as delegating assignments and performance management and coaching. Inquire as to, how different people might require different approaches to communication. See what communication obstacles these successful managers have faced and what solutions and methods were best suited. Where appropriate, consider asking one of these managers to "mentor" you for a period of time as you learn effective communications to lead your team. If not a true mentoring relationship, ask if you can consult with them periodically with questions.
Building a relationship of trust is based on getting to know each person. Each team member is unique and has a wide diversity of skills, attitudes and characteristics. Managers need to make getting to know as much as possible about each employee a high priority. The amount of time and effort involved is small compared to the value attained. People will be drawn to a manager who really seeks to know them as individuals and respect their unique qualities. The knowledge of the characteristics and abilities each person brings to the job allows the manager to be a very effective communicator. Projects and assignments can be delegated effectively through the "lens of each individual."
Aspiring managers and leaders need to realize how significant these three core competencies will be in their success. Armed with these techniques, managers will have a real impact on productivity. The best news is that managers can take action now and seek development in these areas. There is no need to sit around waiting for someone else to provide the training. Don't get so caught up in all the daily activities of the management job that you fail to continue development in the three core competencies. This is a journey and not a quick fix. The rewards and victories along the way will make any effort at self-development worthwhile. Future advancement will be made possible because of the constant improvement in these advanced skills.
About the Author:
Michael Moore, who has been managingg and directing teams and managers for over 40 years, has created a guide on management by delegation. For information on effective delegation, including Articles and Blogs please stop by his Website. Check here for free reprint license: What does It Take To Really Be Great At Managing?.
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