Posts Tagged ‘manager’s minute’
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Thursday, June 3rd, 2010
 One of the things we all struggle with, seasoned manager or not, is determining how to use our time most effectively. The primary role of the manager is to make sure that the work he or she is doing will contribute to the success of the company.
People think they get the most work done when they’re under the pressure of a deadline. Not so. A deadline will force action, and we will finish a task – because we have to – but the chances are the outcome will not be our best work, or even the most important work we need to do.
Here’s a methodology you might consider using to determine where you focus your time and attention. It involves asking four important questions.
1. What tasks or assignments on my “To Do” list bring the highest value to me or my company?
Take a look at the one or two items which, when finished, bring the greatest rewards. Everything on our list can’t be an “A” priority. If they are – we need to talk.
2. What am I being paid to do?
It’s all too easy to get caught up in trivial matters that really don’t bring value to ourselves – or our company. Create a list of what you believe your three to five highest payoff activities are. Ask your boss to do the same. Then compare the two lists. My bet is the lists might be very different. If so, refocus.
3. What’s the one task on my list that, if done effectively, will have the highest payoff?
Hint: It’s probably something you’ve been putting off for a while. It’s important but it’s not urgent, so it ends up on the back burner. Roll up your sleeves and take on the important task or project. Break it up into small doable pieces and get after it!
4. What the best use of my time, right now?
Focus on the present. Focus on today. Don’t look back at what you should have done. Don’t look ahead at what you could do if… . Just focus on the highest payoff activity you can do today.
Tags: business, deadline, focus, manager's minute, managerial, managers, priority, success, time, value
Posted in 2010, manager's minute | No Comments »
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Wednesday, February 10th, 2010
Some managers are good and others aren’t so good; that’s just a fact of life. There are several reasons why some managers achieve extraordinary results, while others just seem to eke by. Unfortunately, the emphasis we place on the training and development of skilled craftsmen and well-paid professionals is often not applied in the field of management.
I’d like to share some thoughts on why there aren’t more good managers out there and what could be done to change that trend.
Reasons For Management Failure
1. Lack of Training
In many occupations and in all professions, some type of training and/or certification is required in order for competency to be established or recognized. Beyond the training, some type of testing is usually required to demonstrate proficiency. Not so for managers – in 98 percent of corporate America. More often than not, a manager is selected based on tenure, not on proficiency.
2. Lack of Mentoring/Coaching
Once a manager is selected, he or she is almost never mentored. The selection is made and corporate fingers are crossed, hoping the new manager will be better than the last one. No one comes alongside the new manager to provide a vision or a plan. No one closely monitors the new manager’s activity and provides constructive feedback. Nope, the new manager is thrown to the wolves with such sage advice as “just figure it out.” Sadly, most folks never do.
3. Poor Role Model
Most learning for new managers is caught instead of taught. Before being promoted, we get an up-close and personal example of what managers do and how they act in our respective organizations. If we work for an exceptional manager, we’ll probably turn out to be a good manager as well. If we don’t, and this is most often the case, we get a skewed perspective of what managers do.
4. Focus on Personal Performance
If you had the opportunity to look at the typical manager’s performance evaluation, you would see, more often than not, he or she was praised for projects completed and problems solved. You’d be hard pressed to see praise for developing subordinates. Therein lies part of the problem: most managers are praised for individual behavior, not team development.
5. Management Is Hard
Those who think management is easy or that managers don’t do anything have probably never managed, or, if they have, they didn’t do it right. Getting things done through people requires a number of skills and a great deal of perseverance. Management is not for the faint of heart and it’s nor for the lazy.
Action Item(s):
Here are five suggestions on how management could be improved at the individual or corporate level.
1. Take Advantage of Training
If you’re a new manager, take advantage of any and all management development training provided by your company.
2. Take Personal Responsibility
Good managers take personal responsibility for their own training and development. Don’t wait for someone else to do it for you; you may be waiting a long time.
3. Find A Mentor
If you don’t have a mentor – find one. Look for a positive role model, someone with a lot of management experience and ask that person to mentor you. He or she will be honored and probably more than willing to work with you.
4. Assess Your Commitment To Management Development
If you’re an executive, consider the points I’ve made in this eCARD and assess your individual and your organizational commitment to management development. If the commitment to management development isn’t there, take the necessary steps to make it happen. The future well-being of your organization depends on it.
Tags: assess, coaching, management, management development, manager, manager's minute, managerial, managers, mentor, objectives, organize, responsibilities, responsibility, results, role, training
Posted in 2010, manager's minute, Uncategorized | No Comments »
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Tuesday, January 26th, 2010
“Back by popular request.” You’ve heard that phrase before, right? A number of my clients and folks in my their organizations have asked me to start sending the Manager’s Minute eCARD on a regular basis. So, I’m officially reintroducing a biweekly eCARD focused on management.
As a reminder, the focus of Manager’s Minute will be helping you, and possibly your colleagues, improve managerial skills. In this edition, for example, I’ll share the five primary roles and responsibilities of the manager. These five roles apply to any managerial position, regardless of the organization. Whether you manage a police department or a pickle factory, the roles of the manager are the same.
The Five Responsibilities of Every Manager
Peter Drucker, my all-time favorite manager and thinker, says there are five fundamental roles for every manager, regardless of organization – in either the public or private sector. Those five roles are to set objectives, organize, motivate and communicate, measure and, lastly, develop people, including themselves. Let’s examine each role.
Managers Set Objectives
Why? Because what gets measured gets done. The manager’s role is to “get it done” and to “get it done on time.” Without clear, specific objectives, one has no way of measuring progress. Action item: Set a specific, measurable objective for each project or activity you’re responsible for.
Managers Organize
They assess the work to be done, then set about classifying the work, dividing it into manageable activities and further dividing activities into specific jobs. Managers must also make sure they’ve chosen the right person for the specific task at hand. Action Item: Create a daily activities list containing jobs to be done, the desired outcome of each job or project, and who will be doing the work.
Managers Motivate and Communicate
Managers make a team out of those responsible for various jobs. The glue that holds the team together is clear, effective communication. Motivation is an important part of the communication process. As Zig Zigler says: “Motivating is like bathing; the results don’t last long so you need to do it every day!” Action item: Communicate daily with those who work for you and let them know they’re valued and appreciated.
Managers Measure (Against Results)
Similar to objectives, managers need to establish yardsticks. Drucker says: “Few factors are as important to the performance of the organization and every person in the organization.” The two issues always needing to be dealt with are (1) “How much? (2) By when?” Action item: Develop the habit of measuring the results of everything you’re paid to do.
Managers Develop People – Including Themselves
Nothing stays the same, including skills and abilities. A critical role for any manager is to keep the learning curve from leveling out, or worse, starting to decline. Teaching, training, coaching and mentoring are key initiatives for every manager. Action item: Conduct ongoing skills assessments on yourself and on those who work for you.
Discovering the roles of the manager is important, but applying each respective role to what you do is what really matters. Conduct a self-test or ask the person you work for to have a discussion with you on how well you’re performing in each of these five areas. Once your baseline is set, start strengthening your skills in each of the five roles and responsibilities.
Tags: management, manager, manager's minute, managerial, managers, objectives, organize, responsibilities, results, role
Posted in 2010 | 1 Comment »
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