Would you like to improve on your management skills? Whether you are a
business owner, an executive, mid level manager, or beginning
supervisor you can develop your skills which will increase the
productivity of many of the people who report to you. Though simple in
concept, these skills may require practice and dedication to master,
unless you are a “natural” manager. (Even “natural” managers can
improve their skills, and if you are a “natural,” you already know
that you can be even more effective.) Working with people requires interpersonal skills that can come more
easily to some people than others. Especially if you have been
promoted because you have great technical skills and experience, you
will want to avoid becoming a victim to the “Peter Principle.” The
definition of the Peter Principle is as follows… The theory that employees within an organization will advance to their
highest level of competence and then be promoted to and remain at a
level at which they are incompetent.
[After Laurence Johnston Peter (1919–1990).] The level of incompetence suggests that people will rise to a level of
management that they are untrained to do with success. Managing other
employees with skill and competence is often the level that proves
most difficult. To become a successful manager requires certain awareness and then
specific skills at communicating, motivating, time management,
effective delegation, training, hiring winners, personnel evaluation
(or appraisal), self-awareness, and healthy self-confidence. You can
neglect any of these qualities/skills and still get by as an average
or poor manager or you can confront the personal challenges and
develop into a good boss and successful manager. Good, to great,
interpersonal skills will help a lot but not everyone has these skills
when are getting started in managing. To become skillful, you first have to realize that may not be perfect
and that you would be willing to make positive changes to some deeply
held beliefs or habit patterns. Sometimes we have to “unlearn” habits
or techniques that we have used, or seen used by our parents,
teachers, ex-bosses, or mentors. As an example, have you ever seen a
frustrated parent or manager yelling emotionally in an upsetting
moment. There may even have been violence or intimidation expressed
and you realize that in the modern world of work, this is not
acceptable as a motivating or guiding management concept. These
explosions of emotion may work once or twice, in the “short term,” but
will not work effectively for long term success. “Explosions” tend to
damage relationships and may require too much time and energy to
repair, which can be very difficult to do if your employment has been
terminated. There can be frustrations in interpersonal interactions, however, but
appropriate managing in these difficult situations is what sets the
great managers apart from less prepared, less successful managers. 1. Your personal motivation to be open to change and the desire to
become a great manager is essential. 2. Self-awareness regarding your strengths, and more importantly, your
challenges (your flaws/weaknesses) is very important. It is best to
know, and understand, your own style of communication, your own
motivations, and the difference in the styles and motivations of the
members of your team so that you can communicate with, and then
motivate, all team members most effectively. 3. Your abilities to communicate can be developed and enhanced to
allow you to manage more effectively. Especially important is the
ability to listen and the patience to really understand what you are
hearing from your communication partner. (Do not rush to respond. Show
respect and draw your partner out until you can clearly re-state what
they are attempting to communicate.) 4. Negotiate a fair resolution, where possible. Rally your
communication partners allegiance to your mutually agreed upon
solution. Set a reasonable and verifiable timeline for accomplishment
of the goal or project. “Clearly prioritize” the efforts of the
project, the team, and each individual’s role in the project. 5. Offer support (and mentoring) along the way, without micro-managing
along the way. Positive feedback and, most importantly, plenty of
positive recognition (and celebration) for positive movement and
ultimately for success will be worth your time and effort. 6. Show respect and try to see your partner’s point of view without
overtly judging. Good delegation tolerates solutions that may follow a
different path than you might have chosen. Though taking
responsibility for their decisions and actions can be a very important
step by your employee and should be discussed in the planning (job
description) phase of the delegation process. (It is best, where
possible, to allow for creativity by your team members.) Find ways to
get your people to “fall in love” with your project, and hopefully,
your company by allowing creative input into the project development
process. 7. Clarity is important and should include the “big picture” of what
is desired for long term success of your organization and how all of
your individual team members will fill the necessary roles to
accomplish the objectives of the project at hand. (Everyone needs to
know their roles and their value to the project.) 8. Honor and acknowledge as many individuals, and of course the team,
as often and as much as possible. This is especially true when
deadlines are tight, team work is good, and creative solutions are
developed. Rewards and acknowledgement do not always have to be in
financial rewards (though team members who are high “Utilitarians”
will require appropriate remunerations or other forms of compensation
for their successful work.) Not everyone is motivated, solely, by
money. This is where knowing your people will work as a successful
retention strategy. Be creative in providing recognition and rewards. 9. You need to really care! Care about your team. Care about the
project. Care about the company/organization, if at all possible. Your
team will know if you do not “really care” and they will treat the
project in the same way they see (or feel) their manager’s level of
commitment.. By: L. John Mason
business owner, an executive, mid level manager, or beginning
supervisor you can develop your skills which will increase the
productivity of many of the people who report to you. Though simple in
concept, these skills may require practice and dedication to master,
unless you are a “natural” manager. (Even “natural” managers can
improve their skills, and if you are a “natural,” you already know
that you can be even more effective.) Working with people requires interpersonal skills that can come more
easily to some people than others. Especially if you have been
promoted because you have great technical skills and experience, you
will want to avoid becoming a victim to the “Peter Principle.” The
definition of the Peter Principle is as follows… The theory that employees within an organization will advance to their
highest level of competence and then be promoted to and remain at a
level at which they are incompetent.
[After Laurence Johnston Peter (1919–1990).] The level of incompetence suggests that people will rise to a level of
management that they are untrained to do with success. Managing other
employees with skill and competence is often the level that proves
most difficult. To become a successful manager requires certain awareness and then
specific skills at communicating, motivating, time management,
effective delegation, training, hiring winners, personnel evaluation
(or appraisal), self-awareness, and healthy self-confidence. You can
neglect any of these qualities/skills and still get by as an average
or poor manager or you can confront the personal challenges and
develop into a good boss and successful manager. Good, to great,
interpersonal skills will help a lot but not everyone has these skills
when are getting started in managing. To become skillful, you first have to realize that may not be perfect
and that you would be willing to make positive changes to some deeply
held beliefs or habit patterns. Sometimes we have to “unlearn” habits
or techniques that we have used, or seen used by our parents,
teachers, ex-bosses, or mentors. As an example, have you ever seen a
frustrated parent or manager yelling emotionally in an upsetting
moment. There may even have been violence or intimidation expressed
and you realize that in the modern world of work, this is not
acceptable as a motivating or guiding management concept. These
explosions of emotion may work once or twice, in the “short term,” but
will not work effectively for long term success. “Explosions” tend to
damage relationships and may require too much time and energy to
repair, which can be very difficult to do if your employment has been
terminated. There can be frustrations in interpersonal interactions, however, but
appropriate managing in these difficult situations is what sets the
great managers apart from less prepared, less successful managers. 1. Your personal motivation to be open to change and the desire to
become a great manager is essential. 2. Self-awareness regarding your strengths, and more importantly, your
challenges (your flaws/weaknesses) is very important. It is best to
know, and understand, your own style of communication, your own
motivations, and the difference in the styles and motivations of the
members of your team so that you can communicate with, and then
motivate, all team members most effectively. 3. Your abilities to communicate can be developed and enhanced to
allow you to manage more effectively. Especially important is the
ability to listen and the patience to really understand what you are
hearing from your communication partner. (Do not rush to respond. Show
respect and draw your partner out until you can clearly re-state what
they are attempting to communicate.) 4. Negotiate a fair resolution, where possible. Rally your
communication partners allegiance to your mutually agreed upon
solution. Set a reasonable and verifiable timeline for accomplishment
of the goal or project. “Clearly prioritize” the efforts of the
project, the team, and each individual’s role in the project. 5. Offer support (and mentoring) along the way, without micro-managing
along the way. Positive feedback and, most importantly, plenty of
positive recognition (and celebration) for positive movement and
ultimately for success will be worth your time and effort. 6. Show respect and try to see your partner’s point of view without
overtly judging. Good delegation tolerates solutions that may follow a
different path than you might have chosen. Though taking
responsibility for their decisions and actions can be a very important
step by your employee and should be discussed in the planning (job
description) phase of the delegation process. (It is best, where
possible, to allow for creativity by your team members.) Find ways to
get your people to “fall in love” with your project, and hopefully,
your company by allowing creative input into the project development
process. 7. Clarity is important and should include the “big picture” of what
is desired for long term success of your organization and how all of
your individual team members will fill the necessary roles to
accomplish the objectives of the project at hand. (Everyone needs to
know their roles and their value to the project.) 8. Honor and acknowledge as many individuals, and of course the team,
as often and as much as possible. This is especially true when
deadlines are tight, team work is good, and creative solutions are
developed. Rewards and acknowledgement do not always have to be in
financial rewards (though team members who are high “Utilitarians”
will require appropriate remunerations or other forms of compensation
for their successful work.) Not everyone is motivated, solely, by
money. This is where knowing your people will work as a successful
retention strategy. Be creative in providing recognition and rewards. 9. You need to really care! Care about your team. Care about the
project. Care about the company/organization, if at all possible. Your
team will know if you do not “really care” and they will treat the
project in the same way they see (or feel) their manager’s level of
commitment.. By: L. John Mason
