Who Else Wants To Be An Effective Manager - Here Are 5 Ways To Improve Your Effectiveness
Who Else Wants To Be An Effective Manager - Here Are 5 Ways To Improve Your Effectiveness
One way to do that is to inform your staff what they can expect from you.
To have a successful career in any company you must know how to build relationships and one of the most important relationships is between the Manager and their Direct Reports. The strength of this relationship can have a direct result on the success of a Team. The relationship between the Manager and their Staff must be ‘open’ and ‘trustworthy’, but what else should your staff expect from you, as their Manager?
During my Management Career lasting over 25 years, I’ve observed and experienced, that certain behaviours on the part of both the Staff and the Manager, are conducive to productive and rewarding relationships. Below I share my views and hope that I can help other Managers, Leaders, Staff and Teams to improve their relationships and as a consequence, their performance.
Provide clarity of direction
As the Manager, it is my job to communicate clearly where the business is going, why and what the benefits will be if they accomplish what they set out to achieve. Every quarter (at least), the Manager should stand up in front of their Team and explain the progress of the Department/Company, thus providing Staff with a critical context for the work they perform and also providing a better sense of how their job contributes to the Company as a whole.
Set goals and objectives
Without goals and objectives, how do you know where you are heading? As well as Team goals, each member of Staff should know exactly what individual goals he or she is going to be measured on over a given period and where to invest their time. As a Manager, you should also regularly (at least quarterly), review the progress on objectives and goals with the Team and with the individuals.
Give frequent, specific and immediate feedback
When I give feedback, it has to be as close to the time of the situation as possible. If an individual has done a great piece of work, tell them. If a person has made a mistake, tell them. The feedback also has to be as specific as possible, not just ‘John, great job’. Tell them why it’s a ‘great job’. They shouldn’t have to wait until their annual review to learn how well they are doing and also concentrate on the individuals’ strengths and not their weaknesses.
Be decisive and timely
Your Staff expect you as their Manager, to make timely decisions. When they ask for direction or advice, they want a clear, concise and succinct answer as soon as you can provide it.
Be accessible
You want to know what’s going on in your Department/Area/Company, so you need to be available so that your staff can tell you. You have to be the flexible one. You want them to be as productive and effective as possible, so you don’t want them to have to wait around for you to be available in a few days time, meanwhile they are sitting there doing zilch.
Also, accept bad news. You want to hear it, so you can help. The individual who has to give you bad news is already concerned and apprehensive, so don’t make it worse for them. Support them and learn from the ‘bad news’.
A last word
Do your Staff know what to expect from you as their Manager? You need to make sure 100% of your Staff know what they can expect from you. It’s easy to do, the behaviours I expect are listed above. You may have different ones, it doesn’t matter. Just make sure your Staff know, because if they do you will see an improvement in your Team’s service.
Who Else Wants To Be An Effective Manager Here Are 5 Ways To Improve Your Effectiveness - To learn more about this author, visit Andrew Rondeau's Website.
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Think of a manager you admire. There are effective, right? Are you as effective as you could be? As a manager, would you like to improve you effectiveness?
One way to do that is to inform your staff what they can expect from you.
To have a successful career in any company you must know how to build relationships and one of the most important relationships is between the Manager and their Direct Reports. The strength of this relationship can have a direct result on the success of a Team. The relationship between the Manager and their Staff must be ‘open’ and ‘trustworthy’, but what else should your staff expect from you, as their Manager?
During my Management Career lasting over 25 years, I’ve observed and experienced, that certain behaviours on the part of both the Staff and the Manager, are conducive to productive and rewarding relationships. Below I share my views and hope that I can help other Managers, Leaders, Staff and Teams to improve their relationships and as a consequence, their performance.
Provide clarity of direction
As the Manager, it is my job to communicate clearly where the business is going, why and what the benefits will be if they accomplish what they set out to achieve. Every quarter (at least), the Manager should stand up in front of their Team and explain the progress of the Department/Company, thus providing Staff with a critical context for the work they perform and also providing a better sense of how their job contributes to the Company as a whole.
Set goals and objectives
Without goals and objectives, how do you know where you are heading? As well as Team goals, each member of Staff should know exactly what individual goals he or she is going to be measured on over a given period and where to invest their time. As a Manager, you should also regularly (at least quarterly), review the progress on objectives and goals with the Team and with the individuals.
Give frequent, specific and immediate feedback
When I give feedback, it has to be as close to the time of the situation as possible. If an individual has done a great piece of work, tell them. If a person has made a mistake, tell them. The feedback also has to be as specific as possible, not just ‘John, great job’. Tell them why it’s a ‘great job’. They shouldn’t have to wait until their annual review to learn how well they are doing and also concentrate on the individuals’ strengths and not their weaknesses.
Be decisive and timely
Your Staff expect you as their Manager, to make timely decisions. When they ask for direction or advice, they want a clear, concise and succinct answer as soon as you can provide it.
Be accessible
You want to know what’s going on in your Department/Area/Company, so you need to be available so that your staff can tell you. You have to be the flexible one. You want them to be as productive and effective as possible, so you don’t want them to have to wait around for you to be available in a few days time, meanwhile they are sitting there doing zilch.
Also, accept bad news. You want to hear it, so you can help. The individual who has to give you bad news is already concerned and apprehensive, so don’t make it worse for them. Support them and learn from the ‘bad news’.
A last word
Do your Staff know what to expect from you as their Manager? You need to make sure 100% of your Staff know what they can expect from you. It’s easy to do, the behaviours I expect are listed above. You may have different ones, it doesn’t matter. Just make sure your Staff know, because if they do you will see an improvement in your Team’s service.
Who Else Wants To Be An Effective Manager Here Are 5 Ways To Improve Your Effectiveness - To learn more about this author, visit Andrew Rondeau's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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