Basic Management Skills

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Judith Lindenaujudith@judithlindenau.com

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Agenda

•Management Skills•Management Mission Statement• Predictive vs. Reactive Management

• Delegation• Evaluation• Resources

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The Role of the Manager is to assure that others can do their work successfully!

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The Value of Management: making a group of individuals more effective.

• Four workers can make 6 units in an 8 hour shift without a manager.

• If I hire you to manage them and they still make 6 units a day, how do you benefit my business?

• If they now make 8 units a day, you have value as a manager.

--F. John Reh

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Exercise One: Your Mission Statement

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MANAGEMENT STYLEPredictive vs. Reactive Management

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REACTIVE MANAGEMENT 8

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Reactive Management

• Decisive and able to act quickly• Able to find the root cause of events• Innovative, able to find new solutions• Calm and in control in a crisis

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Predictive Management

• Thoughtful, analytic• Doesn’t chase current panic• Sees importance, not urgency• See patterns, not failures• Focused on why something went wrong, not just

the fix• Keeps big picture in mind• Detached

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PREDICTIVE MANAGEMENT

Predictive management does not replace reactive management, but it reduces the need for it.

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THE SECRETS OF DELEGATION….

DELEGATION12

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Secret #1: Decide what functions you should NOT be doing.

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Secret #2 Make an annotated list of all functions to delegate.

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Secret#3 Decide who should handle which tasks.

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Secret #4 Train well

• Explain importance• Review each aspect• Observe the action• Answer questions

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Secret #5 Monitor Quality

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Secret #6 Review Processes Regularly

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Delegate, Don’t Dump• 1. Delegate to lighten

your own load so you can concentrate on more important issues.• 2. Delegate to help

the receiver learn and grow.

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EVALUATIONManagers HATE…….

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Potential Performance Constraints

• Equipment• Work load• Conditions• Clerical support• Absenteeism• Slow support services• Co-worker

performance

• Unclear objectives• Unstated standards• Confusing policy• Inadequate

communication• Pressure from others

to limit performance• Lack of authority

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PERFORMANCE IMPROVEMENT PLANA tool to use

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Key Concepts in an Improvement Plan Discussion• 1. Clearly Define the Problem (deficiency statement)• 2. Define the duties/behaviors needing improvement• 3. Establish priorities• 4. Identify standards of measurement for improvement• 5. Establish short and long range goals and timetables• 6. Develop an action plan• 7. Establish review dates• 8. Measure actual performance against standards• 9. Put it all in the file• 10. Make sure the action plan and the outcomes are in writing

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