The Management Blog
Tips & advice to help you improve your performance
With the world constantly evolving and the integrative part technology plays in our lives, it is no surprise that jobs and job descriptions are quickly changing as well.
It is important for professionals to think ahead and focus on learning skills that are not only valued at the present time, but will be highly sought after in the future.
As a manager you will have an important and unique role in not only getting results for your department and company, but also in developing the skill-sets, the knowledge and the responsibilities of your team members.
And today, one of the most important of those roles is being a mentor.
It can be a difficult choice to add extra workforce to your existing team.
The extra expenses on paying a salary, payroll taxes and other expenses with hiring additional staff members can be a financial constraint for many small and medium enterprise owners or managers. Learn More
On our Management Open Courses, we often find the most interesting discussions revolve around the section on Leadership styles, because many people have heard about them but haven’t really learned enough about them to build their knowledge and awareness of how to change styles when necessary.
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. Get it?
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. J
ust do it.
It’s Monday. Your weekend seems like it was just a bit too short. You’ve entered your office, settled down behind your desk, and before you know it you’re receiving a barrage of complaints from EmployeeX about his job, what he doesn’t like about a particular task, and what he perceives other employees are saying about him behind his back. It doesn’t really matter what you say to EmployeeX – he’s always combative and argumentative. He doesn’t deal appropriately with other coworkers and, to be honest, he’s a distraction in the workplace.
So how do you deal with someone who is difficult, on all levels, on a regular basis?
You need to start out by doing your homework. What exactly is it that causes EmployeeX to be so difficult. Why does he always complain? Why does he feel like other take credit for his work (or why does he take credit for the work others have done)? Everyone can be difficult on occasion – due to stress or a problem at at home – but EmployeeX seems to always have some sort of problem.
When you’re doing your homework, look for facts. Think about the inappropriate behaviour you have witnessed or think about the situations where you have multiple witnesses who can tell you what happened. Heresay, gossip, and rumors won’t help you solve problems. Are you making the problem worse in the way you respond (combative vs. combative)?
Your next step is to make a plan for confronting the employee in question. Determine the severity of the situation and, if it warrants such action, ask a HR representative to sit in on the meeting. It’s not fun to do, but you absolutely have to tell EmployeeX that his behaviour in the workplace is simply not appropriate. Talk to him and see if you can determine exactly what it is that causes his behavioural issues. Don’t interrupt him, repeat back parts of what he is saying so that he knows you are listening, and try to set some guidlines that dicatate more appropriate behaviour at work.
In the end, you’ll come up with some sort of solution. EmployeeX will either embrace the opportunity you’re giving him for change or he’ll stray further away. If that’s the case, you’ll need to get him help or – unfortunately – sever your working relationship.
It’s OK to do that if you find there are no other options. The trick, as a manager, is knowing how to recognize when you’ve run out of options.
We’ve talked about anger and the importance of properly managing it in the past. The truth is that everyone is going to get angry while at work at least once during the course of his career. Everyone will handle that anger differently but there are a few who will have no idea how to appropriately respond to anger – especially in a formal environment. While throwing things around or yelling may work in the privacy of your home, it simply doesn’t fly in the work environment. Learn More
Throughout my career I’ve learned two things. Successful people have had (or currently have) coaches and those who seem to be struggling with their careers are usually the ones who do not have coaches (or think they don’t need them). Over the next couple of days I want to take some time to dispell some of the myths circulating about the values of coaching – whether you’re on the giving or receiving end. Learn More
Has your team been having a difficult time lately? Were you extra busy, short staffed, or otherwise strained? As a manager, it’s your job to make sure your team feels motivated and has a positive attitude towards their daily tasks. It’s your job to boost employee morale.