how good of a manager are you?
DESCRIPTION
HOW GOOD OF A MANAGER ARE YOU?. ASSESSMENT TOOLS/RESOURCES IMPLEMENTATION STRATEGIES. Mickey Stone. WHAT TYPE OF MANAGER ARE YOU?. AUTOCRATIC DEMOCRATIC - Top down- Bottom up - Dictate- Realistic - Reactionary - Participative - Bottom Line- Supportive - PowerPoint PPT PresentationTRANSCRIPT
HOW GOOD OF A MANAGER ARE YOU?
HOW GOOD OF A MANAGER ARE YOU?
ASSESSMENT
TOOLS/RESOURCES
IMPLEMENTATION STRATEGIES
ASSESSMENT
TOOLS/RESOURCES
IMPLEMENTATION STRATEGIES
Mickey Stone
WHAT TYPE OF MANAGER ARE YOU?
WHAT TYPE OF MANAGER ARE YOU?
AUTOCRATIC DEMOCRATIC - Top down - Bottom up - Dictate - Realistic - Reactionary - Participative - Bottom Line - Supportive - Stand Off - Humanistic
AUTOCRATIC DEMOCRATIC - Top down - Bottom up - Dictate - Realistic - Reactionary - Participative - Bottom Line - Supportive - Stand Off - Humanistic
WHAT TYPE OF MANAGER ARE YOU?
WHAT TYPE OF MANAGER ARE YOU?
- Empowering - Profit Minded - One Minute - Combative/opposite side always - Direct first listen second - Architect - Sergeant - Behind closed doors - Via email - Coach
- Empowering - Profit Minded - One Minute - Combative/opposite side always - Direct first listen second - Architect - Sergeant - Behind closed doors - Via email - Coach
ASSESSING YOUR PERFORMANCE MANAGEMENT
EFFECTIVENESS
ASSESSING YOUR PERFORMANCE MANAGEMENT
EFFECTIVENESS
HandoutHandout
Do you Communicate Effectively? Do you Create Good Rapport? Do you Eliminate Contributory Factors? Do you Take the Time to Motivate? Have you Instituted Helpful Mechanisms and
Systems? Personal Case Scenario
Do you Communicate Effectively? Do you Create Good Rapport? Do you Eliminate Contributory Factors? Do you Take the Time to Motivate? Have you Instituted Helpful Mechanisms and
Systems? Personal Case Scenario
BEST PRACTICES FOR MANAGING
BEST PRACTICES FOR MANAGING
Leadership Effective Communication Active Listening with 1 Minute
Managing Feedback with Strategies as Needed Trust, Empowerment and Positive SMART
Leadership Effective Communication Active Listening with 1 Minute
Managing Feedback with Strategies as Needed Trust, Empowerment and Positive SMART
OUR BEST PRACTICESOUR BEST PRACTICES
MOST COMMON MISTAKES MANAGERS MAKE
MOST COMMON MISTAKES MANAGERS MAKE
Managers are above the actual day to day work of their area of
management
Managers are above the actual day to day work of their area of
management
Co-workers do not want to see a leader walking around a business barking orders. The effective manager will treat co-workers like valuable resources and they to understand the trials and tribulations of living paycheck to paycheck and strive to meet the goals of the business.
The effective manager is selling the idea that everyone is in the same boat; targeting goals, working together and achieving their mission.
Co-workers do not want to see a leader walking around a business barking orders. The effective manager will treat co-workers like valuable resources and they to understand the trials and tribulations of living paycheck to paycheck and strive to meet the goals of the business.
The effective manager is selling the idea that everyone is in the same boat; targeting goals, working together and achieving their mission.
Exuding a non-caring attitude to individuals and situations
Exuding a non-caring attitude to individuals and situations
The worker figures out from the quality of all this support whether or not the boss cares about the worker. In addition, whatever that standard for caring is, the worker turns around and uses it to treat the company's customers and other people in the workplace including bosses in the same manner.
The worker figures out from the quality of all this support whether or not the boss cares about the worker. In addition, whatever that standard for caring is, the worker turns around and uses it to treat the company's customers and other people in the workplace including bosses in the same manner.
Lack of honesty and stretching the truth
Lack of honesty and stretching the truth
The boss states that a particular tool or piece of equipment is adequate while the worker knows this is not true, the worker assumes that the boss knows better and thus concludes that the boss is being dishonest. The message is that a low standard for honesty is OK. "If you can do it so can I" takes over from there.
The workers will disclose most if not all problems if you listen to them. And by the way, if most of them line up against one particular thing, rest assured that thing requires major fixing
The boss states that a particular tool or piece of equipment is adequate while the worker knows this is not true, the worker assumes that the boss knows better and thus concludes that the boss is being dishonest. The message is that a low standard for honesty is OK. "If you can do it so can I" takes over from there.
The workers will disclose most if not all problems if you listen to them. And by the way, if most of them line up against one particular thing, rest assured that thing requires major fixing
Not listening to their consumers and employees
Not listening to their consumers and employees
Poor listening is the key to inferior leadership?
Leadership can send messages by simply going out and listening to employee complaints and suggestions about how you support them. Once you find a situation correct or change that condition and do it to the reporter's satisfaction. This corrects the problem thereby making the worker's job easier, corrects your poor leadership from leading others toward other than very high standards and provides living proof that you really care about your people.
This process of detection and correction teaches workers how to solve problems, how to treat customers and how to use value standards in the workplace.
Poor listening is the key to inferior leadership?
Leadership can send messages by simply going out and listening to employee complaints and suggestions about how you support them. Once you find a situation correct or change that condition and do it to the reporter's satisfaction. This corrects the problem thereby making the worker's job easier, corrects your poor leadership from leading others toward other than very high standards and provides living proof that you really care about your people.
This process of detection and correction teaches workers how to solve problems, how to treat customers and how to use value standards in the workplace.
Employ interactive leadership: Reading your people
Employ interactive leadership: Reading your people
Listen to their complaints and suggestions
Accepting their complaint
Apologize for the issue
Voice tone
Facial and body expressions
Regain their trust
Employ corrective action together (Specific, Measurable, Attainable, Realistic, and Timely - SMART)
Listen to their complaints and suggestions
Accepting their complaint
Apologize for the issue
Voice tone
Facial and body expressions
Regain their trust
Employ corrective action together (Specific, Measurable, Attainable, Realistic, and Timely - SMART)
WHAT DO YOU DO WELL?WHAT DO YOU DO WELL?
What are some of your biggest accomplishments to date?
What are some of your biggest accomplishments to date?
WHAT DO YOU STRUGGLE WITH?
WHAT DO YOU STRUGGLE WITH?
What are some of your failures or areas that you feel you are below the bar?
What are some of your failures or areas that you feel you are below the bar?
CORRELATECORRELATE
Do any of your accomplishments correlate directly to your management strengths and the skills you perform well?
Do any of your failures correspond to any of your avoidances or procrastinations?
Do any of your accomplishments correlate directly to your management strengths and the skills you perform well?
Do any of your failures correspond to any of your avoidances or procrastinations?
Scrutinize areas of failure or unmet goals
Scrutinize areas of failure or unmet goals
Was it due to: Skills/knowledge or the need for additional
training? Way it was communicated and the maintenance of
your goals? Available resources? Someone managing down (micro)? Personnel? Lack of active involvement on your part?
Was it due to: Skills/knowledge or the need for additional
training? Way it was communicated and the maintenance of
your goals? Available resources? Someone managing down (micro)? Personnel? Lack of active involvement on your part?
Tools & ResourcesTools & Resources Assessing Your Performance Disc Behavioral Scavenger Hunt Marston’s Model Disc Conversational Identifier Disc Personality Profile Feedback Tips Managing Difficult People Implementing SMART Four Stages of Team Development/Motivation Tools for managers
Assessing Your Performance Disc Behavioral Scavenger Hunt Marston’s Model Disc Conversational Identifier Disc Personality Profile Feedback Tips Managing Difficult People Implementing SMART Four Stages of Team Development/Motivation Tools for managers
ImplementationImplementation
Designate areas of needed improvement/prioritize Brainstorm with group Designate Pathway SMART Utilize any or all the tools needed Active Management of the Plan
Designate areas of needed improvement/prioritize Brainstorm with group Designate Pathway SMART Utilize any or all the tools needed Active Management of the Plan
HOW TO MANAGE UPHOW TO MANAGE UP
In the Loop Consistent Performance Communication
Style Receiving Amount Timing
Making their job easier-The Bridge Knowing when they will approach you Your Case Scenarios
In the Loop Consistent Performance Communication
Style Receiving Amount Timing
Making their job easier-The Bridge Knowing when they will approach you Your Case Scenarios
THE SNOWBALL EFFECTTHE SNOWBALL EFFECT
Take one idea & implement by One more by Nothing ventured nothing gained
Take one idea & implement by One more by Nothing ventured nothing gained
THANK YOU!THANK YOU!
Program Design & Facilitation for:Training
EducationAssessmentManagement
Mickey Stone860 Texas Hill Road
Huntington, VT 04562(802) 434-4152
Program Design & Facilitation for:Training
EducationAssessmentManagement
Mickey Stone860 Texas Hill Road
Huntington, VT 04562(802) 434-4152