I teach management and leadership skills for over 10 years of new managers and supervisors, as well as veterans.
I worked with some of today's leaders and management thinkers and scholars such as Tom Peters, Dr. Warren Bennis, Dr. David Ulrich, and Dr. Henry Mintzberg.
I met him, research, and has worked with some of the known leader of today Captain Mike Abrashoff (author of the base and the leadershipthe former commander of the USS Benfold), General Tommy Franks (former commander of the CentComm and author of American Soldier), Sir Richard Branson and Virgin Group.
I have spoken with thousands of employees and looked to see what they wanted - needed - from managers who felt always or always enough.
And, perhaps most importantly, I am a manager. I hire, fire, performance management, coach, cajole, and counseling.
Thanks to my unique collection of experiences, Imy opinion, the stock of great management skills and I like the countdown to this ability to Lettermanesque. You can use the skills I felt, and because I believe that everyone in his own right important to see, but not the most important skill.
# 7 knows what motivates people - an intrinsic motivation, which is, theoretically, you can not motivate someone who does not want to be motivated. While I agree with the managers are effective to draw from a variety of techniquesflatter, encourage, inspire, recognize, and also create some other environment where many people are motivated. They recognize that every human being, through things other than a simple challenge to contribute to something great motivation. They also recognize that what motivates someone tomorrow may, like the one that drives them today to be different.
# 6 Walk Around - The best way to manage - to know what is happening to the credibility that comes only from someone who knows "to be built --E 'regularly and frequently get out there. More and more managers and supervisors, who are isolating themselves to do things - to receive reports, updates, budgets, analysis - which is demanding the upper management. Effective managers know that without the effective performance of their people, all ancillary works for birds. The best way to see what's going on - and be seen - is MBWA, management by wandering around.
# 5 Use the right tools - EffectiveManagers can draw from a treasure chest of tools for one that is most appropriate to exploit the situation. Leadership and management of research in the last 100 years, with a final conclusion, if the answer to come to the question "What is the best way?" The answer is: "is". Depends on the situation, the ability of the leader, the needs of employees and the unique game of the three. Effective managers have an arsenal of tools to createand, above all, must know the capabilities of performance analysis, the use of tools. Coaching, feedback, suggestions, comments, information sharing, self-sacrifice, encouragement and recognition, problem solving, corrective and other options that you can use the effective operator.
# 4 Learn and practice your craft - such as education, to find newest location, which is unprepared for the terrible responsibility. As a parent, the study of managers responsible Crafts and the art of management. While most of us were in management positions because of our technical know-how, encouraged (and to some extent our ability, not on furniture or anyone encounter tick), which has provided us not keep us here. In fact, many of our technical expertise to work against us as managers and executives. Of course, no shortage of books and courses on management and leadership.
# 3 Self-evaluation and, of course, the right - almost all> Error management can no longer ignore an almost conscious decision to reduce the reality of the situation. Ineffective managers and executives rely heavily on hope as a strategy to get through them. Effective managers and leaders welcome - and look - feedback. Effective managers and executives are like rockets, you know that the only way they can reach their goal, if you search for a course feedback and make course corrections is. Effective managers use, stop the Start "Continuous "method of self-assessment, my greater efficiency:
• What should I do that I am not at this time?
• What am I to stop that does not work?
• What should I do because it works?
# 2 Develop Your People - Tom Peters calls the "Job One. Effective managers and supervisors know that they are only as good as the people doing the work. Talented, dedicated people are the # 1 asset of a company. Effectivemanagers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-training, in-job development, online learning, job sharing, and delegation are but a few of the techniques that effective managers use to grow the capabilities of their people. In the process, they foster commitment and increase productivity. Not a bad deal for the investment of time and money.
#1 Provide Regular and Balanced Feedback – While the other skills are important, the most important - and that which the majority of workers constantly ask for more - and feedback. "How good am I?" I conducted a survey of staff recently asked employees for their input on the skills of their leader optimistic about a variety of areas clear expectations for the creation of an environment. Three of the four main areas - the areas that require the utmost attention to employees - relate to feedback:
• provide a specific positiveScan a regular basis.
• Give regular feedback on my work.
• Tell me if you do not meet expectations.
Of the 20 questions posed in the survey, which appeared only in the context of these three feedback - and all three on the list of needed "more."
Regular feedback and balanced, I would say, is the most important management and leadership for a number of reasons:
• employees want. In my 48 yearslive, find out where the most important lesson - Married by management in education in sales to customer service includes - 1), what people want, and 2) that gives them.
• E 'useless. As managers and leaders, much of what we need to provide our employees costs real money. Desks, computers, health insurance, compensation, and so on all cost money. It costs nothing to give feedback in real dollars, while it is required that you give your time to get feedback, to investIt 'just that - an investment that big dividends increased productivity and morale of the staff to place.
• It increases the perception of employees who have as their leader. As General Tommy Franks said: "You can not" manage "a troop of soldiers on a hill under enemy fire, you must lead them." Giving feedback, put yourself in the shoes of a man who knows and who cares. Focusing feedback on the performance of the employee (unlike the person with respect), cement your role as authors.
•Increases performance. The emphasis on performance is the feedback to improve the likelihood that more of your employees' instrumental. Feedback is the difference between a grenade and a guided missile. Grenades in the direction of the door and threw a lot of success of the acquisition, scheduling recording can be reduced. Compare it with the missiles, the initial trajectory is far less important than the constant feedbackreplaced, as to sharpen their aim.
• E 'motivating. Most of the staff - how we want to see in the results of the survey - know how - to do both a positive feedback for development and feedback. The reason is motivating, because most employees want to take a job as effectively and efficiently as possible. With your feedback appropriately formulated, you can create an environment where employees are motivated to perform.
Wait a minute, before rushing offShe says that people are "one or the other" under the pretext of feedback. How to give feedback is important (perhaps even more important) than what you say. Feedback is to be useful, objective, balanced and specific (hubs).
Net - Feedback is one reason and one reason only given - remember to serve the best interests of the worker. You want to help their warm thanks to the employees. Recognize the contribution and potential of employees.
Unbiased - Effective feedbackfocuses on performance and results. It is relatively unbiased. Others observe the behavior or the results that they would comment, I agree with your interpretation. "If you raised her voice is, in part in the group, which considered the entrance," relatively neutral (and actionable); "I'm frustrated with all the rudeness," distorted and exaggerated.
Balanced - Over time, your comments must be compensated. Providing only positive development, or just --The feedback reduces its effectiveness. Note that I'm not saying that you "sandwich" feedback design in a positive feedback, there are times when the technology works, and more if it is less effective. I suggest you provide all employees with a balance of positive reinforcement and feedback for development.
Specific - Effective feedback is specific, so that the worker will face a particular model of development or repeat a particular desired behavior.Feedback blurred, for example, are: "This is an excellent work on this report," is not actionable, because the worker does not know what specific benefits primed to take your positive comments. What should the worker do it again? Whose behavior must be repeated? On the contrary, whose behavior must be stopped? Or could it be otherwise?
Its leader - give your employees what they want and increase productivity and morale of the team.
Check out Entelechy's website at www.unlockit.com.
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