Often on our coaching and consultancy programmes, the discussions come round to new ways of thinking; that is, what do today’s managers do that yesterday’s managers didn’t?
It’s an intriguing question and one that would fill many books with the myriads of answers that could be given.
Many old-style managers still exist out there (Lord knows I’ve worked with most of them!) and they are still making decisions, solving problems and creating plans based on the old paradigm of management.
As a neutral football supporter watching the Premier League this season, the demise of Manchester United has been absolutely wonderful to watch.
Seeing them lose at home on a regular basis and watching the once smug Stretford End cry into their pies in the stands has been a welcome change to the long-standing dominance they have had.
Recent improvements in the job statistics have been assisted by a massive increase in the number of self-employed people and just a tiny increase in the creation of new PAYE jobs, experts have said. Recent quarterly labour market data, published by the Office for National Statistics (ONS), revealed there were just 0.2 per cent more ‘employed’ people during the last quarter. This compares to a rise of 4.1 per cent in the self-employed sector during the same period.
I joined a lively debate on a ‘radio phone in’ recently that asked a similar question to mine above but in connection with ‘entrepreneurs’. Not surprisingly most of the contributors were entrepreneurs and nearly all of them had stories of parents or grandparents that were, themselves entrepreneurial. As a result of this the vast majority felt that their career choice was based on their ancestry and that people without this genetic influence were far less likely to be successful entrepreneurs.
Too often I see people earn the title of manager and then lose themselves in their new identity. Some will thrive and grow in their new positions while others will become stagnant after a period of time.
Most, when asked, will say they are “a manager” and my next question is always this:
What type of manager are you?
Truth be told, there are plenty of differences. We have general managers, senior managers, managers, supervisors, and – well – you get it… you could place a wide variety of different terms on the different levels or types of management. I know of one company that assigned the title of “Assistant Vice President” to every mid-level manager in the organization. Sounds nice, right? The problem is that many people don’t understand exactly what their titles mean.
Let’s take a look at a couple of those titles and their definitions:
Where do you fall on the management mall map? Are you where you want to be, or are you aching to move up the corporate ladder?
Having a vision is important, regardless of your position within an organisation. Your vision is your dream for your self, your team, or your organisation as a whole.
Here’s the problem, though. I’ve met dozens of people with great visions, but none of them had any idea how they would make those visions into a reality. They had no strategy in mind.
If your vision is your dream, then your strategy is your action plan. It’s the roadmap you create for yourself. If you follow that roadmap, your dreams will come true.
So you want to be the top selling sales team within the organisation? What stragety will you devise in order to help your team members achieve that goal? You want to have the best customer service reputation in the industry? What will you do to help your team members be the best that they can be?
Once you have a strategy in mind, you’ll need to implement some specific tactics. The tactics you use are the actual actions you take to make your dreams come true. You’re no longer dreaming or thinking – you’re doing. You will get up in the morning, you will go into the office, you will have a planning meeting, and you will continue by doing xyz.
Visions are dreams.
Strategies are road maps.
Tactics are action.
Take action. Whether that means becoming a better manager or achieving some other great goal. Just do it.
Interpersonal skills and communication skills go hand in hand but are not the same thing. Communication skills involve your ability to convey an idea, but your interpersonal skills convey your ability to do such in a manner that is appealing. Your interpersonal skills define they way you interact with your employees. People with bad interpersonal skills usually have bad communication skills by default.
As a manager, you shoud constantly be striving to improve your interpersonal skills. Here are 5 things you can do to become better at dealing with your fellow managers, coworkers, and team members.
Try your best to connect with the people you work with. Communicating is one thing – identifying with them as you communicate is another.