Leadership Tips for the Manager Who is Too Tough
Leadership Tips for the Manager Who is Too Tough
As part of the coaching process, here are the typical elements of the prescription for performance for a tough manager:
Leadership Tips for the Manager Who is Too Tough - To learn more about this author, visit Greg Schinkel's Website.
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Hard-nosed, high achieving managers tend to work long hours, do the work his or her team is supposed to do, be overly critical of others and not keep everyone informed. Despite this and perhaps to some degree because of it, they get great results in the short term. Unfortunately, this type of manager is often disappointed when the team is unable to achieve the desired results. The organization loses because talented subordinates may get burned out and leave or never get the development they need to become future leaders in their own right.
As part of the coaching process, here are the typical elements of the prescription for performance for a tough manager:
- Clarify in his/her own mind what the long term vision is for the team/organization. A tough manager believes that either she has already made it clear what the goals are or that people should know the goals because they are obvious. Unfortunately employees do not know the priorities because in their mind, the priorities are constantly shifting at the apparent whim of the manager.
- Use a daily and/or weekly team meeting so that all members of the team can be aware of the priorities without the manager having to act as a clearing house for information. Many tough managers are like the hub in the center of a bicycle wheel. Everyone has to come to him or her with problems or to get a decision. Of course the manager doesn't understand why employees don't just do the right thing on their own and the vicious cycle continues.
- Stop providing answers to every question and solving every problem. If we assume that most of the team members are qualified and experienced the manager should let the individuals on the team retain ownership of the issues and not take over the situation.
- Stop doing the work of the team. In order to build greater accountability, the tough manager needs to let her team enjoy the consequences, good or bad, related to their area of responsibility.
The team will also have to adjust to the change in leadership style. While the change will be positive, there may be some frustration during the transition from manager-centred to team-centred leadership.
Leadership Tips for the Manager Who is Too Tough - To learn more about this author, visit Greg Schinkel'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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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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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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