| Another one walked out the door. With
| |
| | soul and not the ego.
|
| him, $25,000 in recruitment fees, $3,000
| |
| | My job was not to do the job, but to get
|
| in relocation expenses and a $31,000
| |
| | the job done right and that meant
|
| learning curve went down the drain.
| |
| | ensuring my people had the tools,
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| Clients became uneasy, employee morale
| |
| | training, encouragement and trust they
|
| suffered and my firm's ability to recruit
| |
| | needed. By serving them, I met my goals.
|
| top talent was negatively impacted.
| |
| | Good managers manage the whole person. I
|
| My management style was costing my firm
| |
| | used to look on my employees as machines,
|
| money and it was exacting an emotional
| |
| | seeing them only as a means to get the
|
| toll on me. Taking each departure
| |
| | job done instead of the people they were.
|
| personally, I was beginning to feel like
| |
| | When I began to look at the whole person,
|
| a failure.
| |
| | I began to become a good manager.
|
| Like so many young managers, I had been
| |
| | Being a good manager doesn't mean liking
|
| bumped up into management because I was a
| |
| | every employee. While I have not liked
|
| good producer. No one had considered that
| |
| | every person I have managed, I have cared
|
| production and management require two
| |
| | about each one.
|
| different skill sets, and that those
| |
| | As managers, it is important to recognize
|
| skill sets are often at odds with one
| |
| | we cannot separate our employees' work
|
| another.
| |
| | lives from their personal ones anymore
|
| I wanted to be a good manager. I took
| |
| | than we can separate our own.
|
| management courses, read a plethora of
| |
| | I also learned how to utilize employees'
|
| self-help books and hired a management
| |
| | strengths and support their weaknesses.
|
| coach, but I still hadn't hit on the
| |
| | No employee has it all. Our job as
|
| right formula for management.
| |
| | managers is to create personalized
|
| Totally ill equipped for my new role, I
| |
| | environments for employees in which they
|
| continued to make mistake after mistake.
| |
| | can thrive.
|
| It wasn't until I looked at myself that I
| |
| | Years ago, I hired a senior consultant
|
| got it.
| |
| | who was one of the most creative people I
|
| First, I had tried to control my
| |
| | knew and had a Rolodex as large as a car
|
| employees. Then, I had tried to motivate
| |
| | tire. Still, she could not manage
|
| them, but only when I sought to inspire
| |
| | traditional public relations accounts.
|
| them did I become a good manager. It was
| |
| | After trial and error, she became "a
|
| a principle so simple that I had missed
| |
| | marketing matchmaker" setting up
|
| it.
| |
| | strategic meetings between companies
|
| Good management is not built upon
| |
| | sharing similar marketing objectives. Her
|
| behavior modification, manipulation
| |
| | division quickly became one of the
|
| ormotivation; it is grounded in
| |
| | agency's most profitable, and she
|
| intention. Instead of searching for the
| |
| | remained a loyal employee.
|
| right combination of words and actions to
| |
| | Good managers thrive on feedback. Key to
|
| produce desired behaviors, I began to put
| |
| | becoming a good manager is 360-degree
|
| my employees' needs first and truly care
| |
| | feedback. Good managers put ego aside,
|
| about them as people. Together we worked
| |
| | ask for constructive feedback and act
|
| toward the company's goals while meeting
| |
| | upon it. One of the worse things a
|
| our individual needs.
| |
| | manager can do is ask for feedback and
|
| Good management is not linear. Like the
| |
| | not act upon it.
|
| imagination, it is fluid, flexible and
| |
| | At my old firm, employees filled out "How
|
| creative. While I found no set rules to
| |
| | Am I Doing?" surveys on their managers.
|
| becoming a good manager, I did discover
| |
| | To encourage candid feedback, responses
|
| seven principles that helped me grow into
| |
| | were confidential and compiled by an
|
| management.
| |
| | outside source.
|
| Good managers know themselves. Good
| |
| | From the feedback, managers were
|
| managers know their strengths and
| |
| | encouraged to select no more than three
|
| weaknesses, and they understand their
| |
| | areas for improvement, develop a plan,
|
| management styles.
| |
| | and share that plan with their employees.
|
| A clue to identifying our management
| |
| | Good managers constantly check in with
|
| styles can be found by examining our
| |
| | their intentions. Good managers focus on
|
| relationships with our parents. Once I
| |
| | intentions over outcomes.
|
| looked at my relationship with my father,
| |
| | One employee had been with the firm for
|
| I discovered why my employees were
| |
| | close to seven years. We changed her job
|
| unhappy. I had adopted his impersonal,
| |
| | description several times to present new
|
| authoritarian style.
| |
| | challenges and capitalize on her
|
| Good managers share themselves, as well
| |
| | strengths. But as the agency matured, it
|
| as their knowledge. When I train
| |
| | became apparent we no longer had a place
|
| executives in presentation skills, I
| |
| | for her.
|
| encourage them to be themselves. The best
| |
| | Over lunch, I learned she was unhappy,
|
| presenters are those who share their
| |
| | and although she wanted to move on, she
|
| souls with their audiences, and good
| |
| | was afraid. That afternoon, we mapped out
|
| managers are no different.
| |
| | a plan that made sense for her and for
|
| Sharing our souls does not mean becoming
| |
| | the agency, set a completion goal of
|
| close intimate friends with those we
| |
| | three months, and agreed to meet
|
| manage. It does mean, however, allowing
| |
| | periodically.
|
| employees access to our lives. Employees
| |
| | Today, she is the director of marketing
|
| want to know their managers as people,
| |
| | for a large professional service firm.
|
| too.
| |
| | She is happy and challenged and looks
|
| Share yourself, but don't share your
| |
| | back on her agency days fondly.
|
| moods. Employees crave consistency and
| |
| | When good managers make mistakes, they
|
| calm from managers, especially in crises.
| |
| | correct them fast. Even with the right
|
| At no time do managers show their true
| |
| | intentions, we all make hiring mistakes.
|
| colors more than in crisis. I ran red.
| |
| | When we do, we need to correct them fast.
|
| Adrenaline surged through my blood when
| |
| | Again, if our intention is pure, we can
|
| faced with crisis. While I was
| |
| | make this transition humanely and with a
|
| super-productive, I put the office in a
| |
| | minimum of disruption to the operation.
|
| hyper-frenzy. By staying grounded, I
| |
| | Few are born great managers. But these
|
| could get as much done without
| |
| | seven principles -- know yourself, share
|
| electrifying the office.
| |
| | yourself, practice servant leadership,
|
| Good management is servant leadership. At
| |
| | manage the whole person, thrive on
|
| its simplest, servant leadership
| |
| | feedback, check in with your intentions,
|
| recognizes great leaders are humble
| |
| | and correct mistakes fast -- helped me to
|
| servants. Servant leaders manage from the
| |
| | become a better one.
|
