THREE MORE HABITS FOR EFFECTIVE MANAGERS

HABIT 4: Before answering staff questions, ask them to suggest a solution to the problem... if staff are encouraged to offer their suggestions true mentoring/coaching can begin, plus it’s a good way to find new approaches to solving old problems.

HABIT 5: Allow staff to make and learn from mistakes, (within reason)... by allowing mistakes and then coaching to improve performance, ‘subordinates’ will be more willing to take responsibility. A common tendency to ridicule or ‘hit’ those who make mistakes is a major reason for the failure of many empowerment programs.

HABIT 6: Manage the in-tray using the “three pile” method, 1 ‘must do now’, 2 ‘not urgent but important’ and 3 ‘l will get to it next week’. Then assume there is no: 2 and place contents into 1 or 3... then bin the 3 pile, (or have it filed… if you must). Immediately take at least one positive step on each task in the 1 pile… respond, instruct, seek clarification, or delegate.

HABITS ARE LIKE RABBITS… PUT A COUPLE TOGETHER & THE EFFECTS MULTIPLY

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MOTIVATION, OFTEN TALKED ABOUT… LITTLE UNDERSTOOD!

A DEFINITION

“The emotional forces, wants, needs, urges or drive within us that influence our behaviour” or… ‘a willingness to exert varying levels of effort based on our perception that the level of effort will satisfy some individual craving’.

NEED WANTS URGES DEFINED (HOW IT ALL WORKS)

Needs, wants, urges (cravings), are feelings that make particular outcomes appear attractive. When a craving is not satisfied tension is created within, which in turn stimulates an urge or drive causing us to seek a solution to satisfy the craving and thus reduce our tension. This is similar to the craving a smoker experiences, particularly when trying to quit. Have you ever been enticed by the aroma of a chicken roasting, or meat sizzling on a BBQ, only to have your spouse say something like, ‘lets eat fish fingers and salad for dinner’? You might yield to the request but your tension level will have increased due to the unsatisfied craving for the chicken or BBQ’d meat.

WHAT THIS MEANS FOR LEADERS

Successful leaders understand that their followers are influenced by various states of tension and they are able to utilise the fact that when tension is increased the followers will exert higher levels of effort as they attempt to reduce their tension levels. Obviously in a work situation managers (as leaders) ideally need to ensure that the individuals’ cravings (needs & wants)… and efforts, are in harmony with organisational goals.

ANOTHER IMPORTANT POINT

Different perceptions of what motivates ‘subordinates’, according to the manager/leader versus those that are being managed/following have been proven in survey after survey over the decades. Still mangers seem to miss the point that time and a ‘subordinates’ personal and work situation is central to everything. Example: Young single employees in an expanding job market may respond to a stimulus of interesting work and public recognition today become engaged to the guy or girl next door and tomorrow their looking for a pay increase and a career path. Then they are pregnant… job security and a salary increase may for many then become a “craving”

AND THE THERE WAS MASLOW (I think)!

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MEETINGS CAN DRIVE YOU CRAZY

Many strange statements are made at meetings… here are a few to avoid…

I’m the boss! Why are we here? That’s a stupid idea! Listen to me… you don’t listen. I know you all agree, now just get on with it. He’s the expert we should do what he wants. What the &#%$ would your department know about this! It’s my call and that’s how it will be! Okay that’s enough; you don’t know what you’re talking about, now who’s next! How you feel is not important, just stick to the facts! You guys are just here to observe! Why do you keep disagreeing? Just to digress for a moment! Lets vote on it.

Or as Douglas McGregor put it (roughly)…

Effective Meetings…no tension, no boredom, everyone counts and contributes, no undue deference nor domination by the leader, understanding the goal with commitment by all, ensure relevance, disagreements are aired without ill feeling, criticism is constructive and freely given, consensus is sought, feelings are expressed as well as ideas and clear assignments are made…

and these are all “MUST HAVES”.

WHY NOT TAKE A CHECKLIST TO YOUR NEXT MEETING AND SEE HOW IT RANKS…

Worth a thought!

www.orglearn.org has a free blank resume form

THREE HABITS FOR EFFECTIVE MANAGERS

A few memory joggers to help business function a little more effectively:

HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In other words, effective managers don’t ‘forget’ about the task, they follow up to see the desired result is achieved.

HABIT 2: When instructing others confirm understanding by soliciting feedback... the worst three words ever spoken at work are, 'DO YOU UNDERSTAND', 99% of the time to save face the person will answer yes. We should ask the person being instructed to repeat the instructions in their own words to ensure our meaning has been understood.

HABIT 3: The 80/20 principle, 80% of business usually comes from 20% of our customers... wisdom suggests sales staff should be coached to focus 80% of their (and our) attention on the top 20% of the company’s customers.

WE DO ALL THIS DON’T WE… OF COURSE… AND SO DO OUR MANAGERS…

Worth a thought?

www.orglearn.org, leadeship, mangement resume example