What makes manager successful

The digital age has brought on several new forms of communication platforms which can make it easy to prioritize one over the others. Gallup found that managers who use a combination of these methods, face-to-face, phone, and electronic, are most successful in engaging their employees. It is important to understand the diversity of your group. Get to know the differences in your team members and learn what motivates each of them. Every member has a specialty which makes them a valuable asset to your business.

Instead, find out their strengths and weaknesses and give them tasks which will allow them to strive and promote their growth. Your role as manager is to direct. Instead of viewing your group as subordinates, see them as a part of your team.

Coach them towards a common goal. Focus on progress as well as results. If they encounter a problem, encourage them instead of doing it for them. Treat the members of your team like you would an athlete; keep them motivated. Gallup found that encouraging your colleagues to focus on their strengths have Your job is to manage what gets done, so be sure to have a firm grasp on this. Know your vision and strategy. Being specific allows your employees to prioritize their workload and work more efficiently.

If you want your team to be result-oriented and productive, set the example. This being said, avoid micromanaging in your direction. Autonomy in the workplace leaves room for ingenuity and shows that you trust your team. Micromanaging stifles creativity, destroys morale and slows down productivity - this is not the quality of a good manager.

Instead, place an emphasis on collaboration and ask your team to update you with progress reports. It is clear that your role is different from those of your employees. You oversee projects, they complete the tasks, but do not let this dictate that your hard technical skills are useless. They could no more ignore these subtleties than ignore their own needs and desires.

Figuring out what makes people tick is simply in their nature. To that end, there are three things you must know about someone to manage her well: her strengths, the triggers that activate those strengths, and how she learns. Two queries in particular have proven most revealing when it comes to identifying strengths and weaknesses, and I recommend asking them of all new hires—and revisiting the questions periodically. Remember: A strength is not merely something you are good at.

It might be just a predilection, something you find so intrinsically satisfying that you look forward to doing it again and again and getting better at it over time. This question will prompt your employee to start thinking about his interests and abilities from this perspective. As with a strength, a weakness is not merely something you are bad at in fact, you might be quite competent at it.

It is something that drains you of energy, an activity that you never look forward to doing and that when you are doing it, all you can think about is stopping. By contrast, self-awareness has not been shown to be a predictor of any of these outcomes, and in some cases, it appears to retard them. Great managers seem to understand this instinctively. They know that their job is not to arm each employee with a dispassionately accurate understanding of the limits of her strengths and the liabilities of her weaknesses but to reinforce her self-assurance.

They know that their primary objective is to create in each employee a specific state of mind: one that includes a realistic assessment of the difficulty of the obstacle ahead but an unrealistically optimistic belief in her ability to overcome it. And what if the employee fails? Assuming the failure is not attributable to factors beyond her control, always explain failure as a lack of effort, even if this is only partially accurate. This will obscure self-doubt and give her something to work on as she faces up to the next challenge.

Repeated failure, of course, may indicate weakness where a role requires strength. In such cases, there are four approaches for overcoming weaknesses.

Which brings us to the second strategy for overcoming an employee weakness. Can you find her a partner, someone whose talents are strong in precisely the areas where hers are weak?

An average manager might have identified this behavior as a weakness and lectured Claudia on how to control her need for information. Claudia would never be able to rein it in, at least not for long. Giving Claudia a partner neutralized the negative manifestations of her strength, allowing her to focus her analytical mind on her work.

Of course, in most cases, the partner would need to be someone other than a manager. I met one very successful screenwriter and director who had struggled with telling other professionals, such as composers and directors of photography, that their work was not up to snuff.

In his mind, he no longer imposes his own opinion on his colleagues but rather tells himself and them that an authoritative third party has weighed in. This strategy will require of you, first, the creativity to envision a more effective arrangement and, second, the courage to make that arrangement work. Sometimes they require precise triggering to turn them on. Squeeze the right trigger, and a person will push himself harder and persevere in the face of resistance.

Squeeze the wrong one, and the person may well shut down. This can be tricky because triggers come in myriad and mysterious forms. The most powerful trigger by far is recognition, not money. Most managers are aware that employees respond well to recognition. Great managers refine and extend this insight. They realize that each employee plays to a slightly different audience. To excel as a manager, you must be able to match the employee to the audience he values most.

Still another employee might define himself by his expertise; his most prized form of recognition would be some type of professional or technical award. Yet another might value feedback only from customers, in which case a picture of the employee with her best customer or a letter to her from the customer would be the best form of recognition. But organizations can take a cue from this, too.

Each year it presents its top individual consumer-lending performers with its Dream Awards. Each winner receives a unique prize. During the year, managers ask employees to identify what they would like to receive should they win. At the end of the year, the company holds a Dream Awards gala, during which it shows a video about the winning employee and why he selected his particular prize.

You can imagine the impact these personalized prizes have on HSBC employees. Although there are many learning styles, a careful review of adult learning theory reveals that three styles predominate. These three are not mutually exclusive; certain employees may rely on a combination of two or perhaps all three.

Claudia from Ann Taylor is an analyzer. She understands a task by taking it apart, examining its elements, and reconstructing it piece by piece. Because every single component of a task is important in her eyes, she craves information. She needs to absorb all there is to know about a subject before she can begin to feel comfortable with it.

She will read the assigned reading. She will attend the required classes. She will take good notes. She will study. And she will still want more. The best way to teach an analyzer is to give her ample time in the classroom. Role-play with her. Do postmortem exercises with her. Break her performance down into its component parts so she can carefully build it back up. Always allow her time to prepare. The analyzer hates mistakes. In fact, the reason she prepares so diligently is to minimize the possibility of mistakes.

The opposite is true for the second dominant learning style, doing. Trial and error are integral to this learning process. For him, preparation is a dry, uninspiring activity.

So rather than role-play with someone like Jeffrey, pick a specific task within his role that is simple but real, give him a brief overview of the outcomes you want, and get out of his way.

He may make a few mistakes along the way, but for the doer, mistakes are the raw material for learning. Since most formal training programs incorporate both of these elements, watchers are often viewed as rather poor students. Watchers can learn a great deal when they are given the chance to see the total performance.

Studying the individual parts of a task is about as meaningful for them as studying the individual pixels of a digital photograph. Watchers are only able to see this when they view the complete picture. As it happens, this is the way I learn.

Years ago, when I first began interviewing, I struggled to learn the skill of creating a report on a person after I had interviewed him. Some of my colleagues could knock out a report in an hour; for me, it would take the better part of a day. Then one afternoon, as I was staring morosely into my Dictaphone, I overheard the voice of the analyst next door.

He was talking so rapidly that I initially thought he was on the phone. Only after a few minutes did I realize that he was dictating a report. There is very difference situation in which makes a good manager versus what makes a bad manager. For instance, most successful managers come from life experience such as learning the techniques of handling. Organizations or corporate culture is often considered an important component of successful organizations. Examine how managers can develop a positive culture in their organization.

Give at least two examples of what managers can do to create a positive culture that will increase the success of the organization. Question 2. To be a successful manager is not that easy and ask certain competencies, the most important issue in management success is being a person that others want to follow. It is expected that managers have. Majority of sales leaders choose promoting their best salesperson to a manager position as an incentive to encourage their sales team to increase sales and customer relations, but is this an efficient technique?

Typically, this may be effective for sales; however, it is not an efficient plan of action. Promoting from within has many benefits, but to assume that a successful sales person. Management cannot be simply defined, there are several different definitions, and factors influencing whether it is successful. In addition, Tony Watson believes management is the ability to organize and pull things together in order to create long-term survival to the organisation Needle , p. Authority can be defined as the power or right to give orders.

Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various.