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For the Sudden Leader: A Crash Course in Managing People
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With all the turmoil in the workplace right now, some people are
experiencing a strange side effect of downsizing: Sudden promotions.
Already in a cost-cutting mode, however, the organization may not devote
sufficient time, energy, and money to teach the new leaders the basics of
managing people. So here is a back-to-basics crash course in managing
people.
1. EMPOWER PEOPLE THROUGH EFFECTIVE DELEGATION.
There is no such thing as 99% delegation because there is no such thing as
99% responsibility. It's 100% or nothing. Keep that in mind whenever you
are handing out assignments. Always clarify goals. Exactly what is this
person going to be 100% responsible for? Remember, goals without deadlines
are only wishes. So attach a concrete deadline to every goal. And spell
out the guidelines and specifications up front.
2. LISTEN CAREFULLY AND OFFER COACHING STYLE FEEDBACK.
Pay close attention to the verbal and non-verbal expressions of your
employees. You have to stay in tune with employees in order to provide
effective, instructive, ongoing, informal feedback. Give your employees
feedback every day, but choose your words very carefully. And always point
to concrete next steps: "You did a great job on this. Here's what I want
you to do next… by Tuesday at 2:00pm… and it has to be smaller than a
refrigerator."
3. CELEBRATE SUCCESS, AND REWARD GOOD PERFORMANCE.
Constantly remind people of the performance you require: How much work? How
fast? What quality? And hold people accountable. Give people credit for
their achievements, no matter how small. Pay people in financial and
non-financial rewards for good performance, but only when they deliver on
their goals.
4. BE A MODEL OF RESPECT, EMPATHY, AND TRUST.
Create opportunities for employees to contribute their ideas. Try to imagine
where each person on your team is coming from. Value employee input on
matters that affect them. And let them know where you stand. Take
responsibility for everything you say and do, hold yourself accountable, and
never make excuses. Always honor your word and your agreements.
5. DO SOME READING - RIGHT AWAY.
For an instant MBA, read Stuart Crainer, The Ultimate Business Library: 75
Books That Made Management (Capstone, 2000); and Des Dearlove, The Ultimate
Book of Business Thinking: Harnessing the Power of the World's Greatest
Business Ideas (Capstone, 2001). For no-nonsense career advice, read Anne
Fisher, If My Career's on the Fast Track, Where Do I Get a Road Map?
(William Morrow & Co., 2001). For cool quotient, read Michael Lewis, Next:
The Future Just Happened (WW Norton, 2001). And keep this one on your desk
for just about everything: Bob Rosner, Allan Halcrow, and Alan Levins, The
Boss's Survival Guide (McGraw-Hill, 2001). Also, remember the 76
free back issues of this newsletter.
How could your company
benefit from TRAINING? |
We build and deliver custom training programs to meet the learning needs of
managers and employees at every level. We'll work with you to create the
right mix of custom training materials and media --- print, audio, video,
slideshow, on-line, and classroom instruction. For more information, see
http://www.rainmakerthinking.com/trngneed.htm,
or contact Jeff Coombs at 203.772.2002 X104 or
jeffc@rainmakerthinking.com.
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