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The manager’s job is to track, monitor, measure people, processes, performance to make sure the work gets done.
How to be a role model for everyone to look up
Leadership is more than the position in your company. A great leader leads by example and is considerate, appreciative and interested in his or her employees. Be willing to share your experiences and failures because these are things your workers can relate to and learn from. Be open to learning new things and motivate your employees toward their own success
- Leads by example
- Demonstrates commitment
- Appeals to emotion
- Communicates to all senses
- Is knowledgeable
- Maintains Integrity
- Motivates
- Empowers others
- Builds relationships
- Shows confidence
- Is enthusiastic
- Is consistent
Develop habits most successful supervisors practice, daily
Take one day at a time, and set achievable goals for each day. If a project is large, divide it into manageable segments that you can accomplish daily. Effectively completing smaller tasks will lead to overall success.
- Think small – break things down
- Define a specific, realistic goal
- Define a deadline
- Identify what will be produced
- Track your successes and failures
- Make your goal and deadline known to others
- Define a penalty if you fail
- Do everything necessary to avoid distractions
Avoid (5) things that can derail supervisors.
You have a busy schedule and multiple priorities, and if you’re not careful, you may get caught up in the details and forget the big picture.
- Not having and understanding of your strengths and weaknesses
- Failing to set specific goals for the team, self and individual employees
- Forgetting the company mission statement
- Don’t stay in your office all the time, ignoring relationship building
- Not providing a benefit to your company (lack of productivity)
Discover what employees need and expect from you
- Vision
- Trust
- Inspiration
- Compassion
- Information
- Empowerment
- Integrity
- Recognition
Employees want a leader who can share information and who trusts their competencies.
- Someone who can get involved in production of work
- Keeps the team from getting overloaded with outside priority work
- Someone who sees the big picture but understands the fine details that move the team forward.
Learn to manage people and other valuable resources
- Understand your company’s business strategy
- Conduct and analysis of the people your currently employ
- Figure out where you critical people issues are
- Come up with consequences and solutions to actions
- Implement action plans and evaluate them
Delegate to Empower Employees
By delegating to others, you empower your employees with ownership of the task at hand. Delegation is a powerful tool that can be used to make your organization and employees work efficiently through any project or crisis.
- Determine what to delegate
- Carefully select the employee
- Give clear instructions and ask for their understanding
- Cement commitment
- Establish milestones and check-in points
- Don’t micromanage or hover employees… but monitor activities by reporting
- Follow up and evaluate the outcome
Give direction (not commands)
People will commit to goals if they can benefit or gain from achieving the objective. Learn what drives your employees and use it to motivate them toward your vision and goals. Let them know how your goals can benefit them and the organization.
To gain commitment:
- Ask employees for their opinions and insights
- Describe the benefits of following through on goals
- Know your area of expertise thoroughly
- Return favors
Employee ownership
How do you turn responsibility and authority over to employees? First, we have to realize there are only (3) areas supervisors can legally manage:
- Performance – how the employee does the job?
- Behavior – how the employee acts on the job?
- Attendance – does the employee show up? On time?
To hold someone accountable you must have a written standard to hold him to. Supervisors, can discuss and can turn over the responsibility and authority to employees in these (3) areas.
Getting employees on board with change
Explain the change in the big picture/benefits
Address fears of employees, potential loss of job, role changes, process changes, honestly
- Help others through the change
- Empower the leaders on your team
- Monitor change
- Make sure the change lasts
Get the necessary training or facilitators to get everyone on board with the change
Provide reassurance about the positive changes and impact
Dealing with difficult employees (address the bad attitude/behavior issue)
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Deal with attitudes and resistance through acknowledgement
- Try to develop a positive rapport with the person
- Recognize the employee when he or she does something well
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Always use specific, clear and direct language about bad behavior/attitude— don’t soft pedal the problem -
Detail the specifics of the behavior- Make sure the feedback is given in a timely manner
- Deliver negative feedback objectively and unemotionally, avoiding emotionally charged statements
- Invite the person to share his or her concerns
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Collaborate on a plan of action-
Communicate the impact the impact of the employee’s behavior and how it reflects on:
- Him or her
- You
- The rest of the team
- The organization
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Communicate the impact the impact of the employee’s behavior and how it reflects on:
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Get their commitment to do the right thing and set a time limit- If they don’t reassign, terminate
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Keep a list of (ABP) Attendance, Behavior, Performance Issues- When discussing issue with employee… finish by asking what do you suggest to fix the issue
Set the ‘authority’ tone day one, week one upon team onsite return. Review office decorum, policy and procedures, and dress code. Repeat often!!! Then meet to set team goals, milestones and rewards… Don’t be a prick… have fun leading your teams in the rapidly changing digital world.
Source by Vinson Primas