How to Improve Your Effectiveness as a Manager
How to Improve Your Effectiveness as a Manager
As a person…
· You have confidence in yourself and your abilities.
· You are happy with who you are but you are still learning and getting better, regardless of how old you are.
· You don’t have to be the ‘life of the party’ but you can’t be a wallflower either.
· Management is a people skill - it’s not a job for someone who doesn’t enjoy people.
· You are honest and straightforward. Your success depends heavily on people trusting you.
· You are an ‘includer’, not an ‘excluder.’ You bring others into what you do. You don’t exclude them because they lack certain attributes or you do not like them.
· You have a ‘presence’. Managers must lead. Effective leaders have a quality about them that makes people notice when they enter a room.
On the job…
· You are consistent, but not rigid.
· You are dependable, but can change your mind.
· You can make decisions, but easily can accept input from others.
· You think out-of-the box. You try new things and, if they fail, you admit the mistake, but you don’t apologize for having tried.
· You make plans and schedules and work toward them.
· You are flexible and can change plans quickly, but you are not flighty.
· You see information as a tool to be used, not as power to be hoarded.
· You do not reward loyalty unless it is tied to strong performance.
· You realize good processes are not a substitute for poor management skills.
· You do not micromanage, but do provide ‘attaboys or girls’ where appropriate.
· You clearly communicate people’s roles and responsibilities and how it relates to your role and responsibilities.
Doing your job well is always difficult but doing your job well as a manager is an even more daunting task that can always be improved upon. I don’t know remember where I read the following quote or who said it but I think it epitomizes a good manager: “The best manager is the one who has the sense to pick good people to do what he or she wants done and enough self-restraint to keep from meddling with them while they do it.”
How to Improve Your Effectiveness as a Manager - To learn more about this author, visit John M. Beane's Website.
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If you are reading this article there is a good chance that managing people is part of your job or you want it to be. I often refer to the following checklist in my own attempt to be a better manager and, hopefully, it can help you too.
As a person…
· You have confidence in yourself and your abilities.
· You are happy with who you are but you are still learning and getting better, regardless of how old you are.
· You don’t have to be the ‘life of the party’ but you can’t be a wallflower either.
· Management is a people skill - it’s not a job for someone who doesn’t enjoy people.
· You are honest and straightforward. Your success depends heavily on people trusting you.
· You are an ‘includer’, not an ‘excluder.’ You bring others into what you do. You don’t exclude them because they lack certain attributes or you do not like them.
· You have a ‘presence’. Managers must lead. Effective leaders have a quality about them that makes people notice when they enter a room.
On the job…
· You are consistent, but not rigid.
· You are dependable, but can change your mind.
· You can make decisions, but easily can accept input from others.
· You think out-of-the box. You try new things and, if they fail, you admit the mistake, but you don’t apologize for having tried.
· You make plans and schedules and work toward them.
· You are flexible and can change plans quickly, but you are not flighty.
· You see information as a tool to be used, not as power to be hoarded.
· You do not reward loyalty unless it is tied to strong performance.
· You realize good processes are not a substitute for poor management skills.
· You do not micromanage, but do provide ‘attaboys or girls’ where appropriate.
· You clearly communicate people’s roles and responsibilities and how it relates to your role and responsibilities.
Doing your job well is always difficult but doing your job well as a manager is an even more daunting task that can always be improved upon. I don’t know remember where I read the following quote or who said it but I think it epitomizes a good manager: “The best manager is the one who has the sense to pick good people to do what he or she wants done and enough self-restraint to keep from meddling with them while they do it.”
How to Improve Your Effectiveness as a Manager - To learn more about this author, visit John M. Beane's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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