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Seven Secrets of Successful Managers

Seven Secrets of Successful Managers
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Over the years in working with clients around the globe, I have had the pleasure of observing many managers who were and are extremely successful in their chosen professions.

Despite their very different disciplines, industries and even cultures, the most interesting thing that I've observed is not their dissimilarities, but what they all seem to have in common. I have been amazed by the consistent pattern of behaviors that successful managers all seem to share in their approach to managing others.

However, they discovered these secrets, intuitively, through instruction or example, here are seven secrets that I believe all successful managers have in common:

1. They are a transparent example. The most successful managers wear both their personal values and the values of their organization on their sleeves. They are both knowledgeable and skillful and in constant pursuit of mastery of both. By doing this, they set an example for their people both on the job and off. Whether it's a dedication to customer service, a commitment to quality or anything else, they themselves embody and practice the value and constantly strive to master and improve it. Because they always look at their own behavior before looking at others, they are believable role models and command respect.

2. They demand the same from others. They are able to visualize the skills, knowledge and culture necessary for the organization and individuals in it to succeed, and they begin to sell others on the need for change. They are impatient regarding their goal but extremely patient in helping people buy into that goal. Once they have achieved a critical mass of people committed to change, they demand and expect full adherence to the new organizational culture. Their mission is not to create a group of mirror images of themselves, but rather to help everyone achieve their full potential. In order to do that, they must set high standards and expectations for success.

3. They coach others. For successful managers every interpersonal encounter represents a coaching opportunity. Some are planned and highly structured individual or group coaching sessions. The vast majority, however, are "in the moment" opportunities. Coaching involves a range of behaviors, educating, encouraging, demonstrating, counseling, and more, but the focus of all of these actions is to help other people succeed. These managers are constantly and actively involved in performance improvement and helping their people become more talented and capable.

4. They track performance. They have definable, measurable standards of performance against which everything is measured. They clearly articulate success points or critical success factors for everyone in their organization. These standards reflect individual development plans and are therefore customized to each member of the organization. They give responsibility but expect accountability.

5. They leverage their coaching. They recognize that for some within the group the future holds greater responsibilities. They prepare future managers by coaching them to coach others. They give these people opportunities to stretch and expand their own skills by developing skills in others.

6. They implement a mastery program. Many within the group are happy with their current level of responsibilities. Successful managers do not allow this to be an excuse for not growing. They constantly raise the bar and invent new ways for people to continue to grow and improve in their current positions. They recognize that continued growth and improvement is a life long journey rather than a destination, and the programs they implement reflect this.

7. They repeat, repeat, repeat. Successful people in any endeavor know that there is no such thing as overnight success. Good managers achieve their level of success through consistency and discipline, and they help others succeed through repeated coaching and example. They know the only way to maintain a high level of success is through repetition and discipline. In fact, without repetition and discipline, the previous six secrets are only good intentions rather than successful management practices. With them, they become the habits that form the basis of continuing success.

As with many secrets to success, these may seem like common sense. They are in fact easy to understand, but they are very difficult to execute. And it is in the execution that those at the top of their game, the truly successful managers, differentiate themselves from those who are only in the game.





Seven Secrets of Successful Managers - To learn more about this author, visit Patrick T. Malone's Website.

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Anne Barr
Anne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website

Kim Castle
With nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website

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Stephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals.

She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com   Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences.  Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University.

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About The Author


Patrick T. Malone
(Visit Patrick T.'s Website) Patrick Malone, a Senior Partner with The PAR Group, has more than 35 years experience in operations, customer service, and sales management. As a key member of the PAR team, Patrick has trained and consulted throughout the world with a wide range of organizations including The American Cancer Society, Banfield-The Pet Hospital, Coca-Cola, Delta Air Lines, DuPont, Ft. Dodge Animal Health, Hewlett-Packard, International Securities Exchange, Novell, Sensient Technologies, Siemens Medical, SOLAE, The United Way, and Verizon Wireless. A frequent speaker, he has presented at the Frontline Forum at American School of International Management; Argosy University; the business schools at Kennesaw State University and Georgia State University; ASTD; numerous Universities; PMI; Association of Information Technology Professionals; Healthcare Businesswomen� s Association. Educated at John Carroll University, Patrick is a member of the CEO Action Group of the Metro Atlanta Chamber of Commerce, Legislative Subcommittee, Small Business Growth Council and the Professional Services Executive Roundtable. Patrick is the co-author of the new business book Cracking the Code to Leadership.

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