Are You A Great Manager?
Are You A Great Manager?
What made you think of them?
They were useless…they were the best…
No doubt some of those Managers you worked for were great and some should…well let’s just say…should never have been appointed Managers.
There are numerous skills to being a Manager…communicating, delegating, controlling, co-ordinating, staff management, public speaking, decision making, managing meetings…and I could list many, many more.
But what makes a Great Manager?
Great Managers not only excel at some of the above skills but they fundamentally know the difference between ‘inputs’, ‘outputs’ and ‘outcomes’.
They take ‘inputs’ (i.e. what they do, what action taken) and ‘outputs’ (i.e. the effect of the action, the product) and create outcomes (i.e. the intended result, the performance or service targeted).
Great Managers take time out and think about ‘outcomes’.
Great Managers strive for ‘outcomes’.
Great Managers plan for ‘outcomes’.
Great Managers organize themselves and others to produce ‘outcomes’.
Great Managers implement the right and appropriate controls so the ‘outcomes’ are delivered.
Great Managers communicate and discuss the future ‘outcomes’.
So let’s take a simple example…
Many Managers at this time of year are thinking, planning, organising, controlling and communicating the staff annual performance review.
So the inputs may be…the individuals previous achievements, feedback from customers and peers, any development undertaken, objectives, written evidence of praise…
Outputs being…the actual written performance review, the staff members rating and future development needs, the following years objectives.
Many Managers stop there. That’s it. It’s over and done with. The review is typed up. The staff member has agreed with their written performance review and it gets filed away. Now we can carry on with our day jobs.
The Great Manager will be encouraging the individual to strive for major change in their performance (the ‘outcome’) as a result of the performance review.
Great Managers will work with the individual and put in place a plan to enable the individual to ‘grow’ in their role.
Great Managers organize themselves and the staff member to have the time to develop their learning, maybe go on some self-improvement courses.
Great Managers will implement monthly one-to-ones with the individual to discuss and amend their improvement plan.
Great Managers will ‘paint a picture’ of the future for the individual.
In fact, before the performance review Great Managers will have answers to the following questions:
What difference will the review make?
What would we like the staff member to do differently?
How will the difference be measured and monitored?
How will the department or company benefit?
What controls should be in place to monitor progress?
How will we know if the progress is successful?
Give yourself every opportunity to succeed as a Manager and start thinking about ‘outcomes’.
Are You A Great Manager - To learn more about this author, visit Andrew Rondeau's Website.
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Think of someone you have worked for…someone who was your Manager. Maybe someone 20 years ago, last year…or they are your Manager today.
What made you think of them?
They were useless…they were the best…
No doubt some of those Managers you worked for were great and some should…well let’s just say…should never have been appointed Managers.
There are numerous skills to being a Manager…communicating, delegating, controlling, co-ordinating, staff management, public speaking, decision making, managing meetings…and I could list many, many more.
But what makes a Great Manager?
Great Managers not only excel at some of the above skills but they fundamentally know the difference between ‘inputs’, ‘outputs’ and ‘outcomes’.
They take ‘inputs’ (i.e. what they do, what action taken) and ‘outputs’ (i.e. the effect of the action, the product) and create outcomes (i.e. the intended result, the performance or service targeted).
Great Managers take time out and think about ‘outcomes’.
Great Managers strive for ‘outcomes’.
Great Managers plan for ‘outcomes’.
Great Managers organize themselves and others to produce ‘outcomes’.
Great Managers implement the right and appropriate controls so the ‘outcomes’ are delivered.
Great Managers communicate and discuss the future ‘outcomes’.
So let’s take a simple example…
Many Managers at this time of year are thinking, planning, organising, controlling and communicating the staff annual performance review.
So the inputs may be…the individuals previous achievements, feedback from customers and peers, any development undertaken, objectives, written evidence of praise…
Outputs being…the actual written performance review, the staff members rating and future development needs, the following years objectives.
Many Managers stop there. That’s it. It’s over and done with. The review is typed up. The staff member has agreed with their written performance review and it gets filed away. Now we can carry on with our day jobs.
The Great Manager will be encouraging the individual to strive for major change in their performance (the ‘outcome’) as a result of the performance review.
Great Managers will work with the individual and put in place a plan to enable the individual to ‘grow’ in their role.
Great Managers organize themselves and the staff member to have the time to develop their learning, maybe go on some self-improvement courses.
Great Managers will implement monthly one-to-ones with the individual to discuss and amend their improvement plan.
Great Managers will ‘paint a picture’ of the future for the individual.
In fact, before the performance review Great Managers will have answers to the following questions:
What difference will the review make?
What would we like the staff member to do differently?
How will the difference be measured and monitored?
How will the department or company benefit?
What controls should be in place to monitor progress?
How will we know if the progress is successful?
Give yourself every opportunity to succeed as a Manager and start thinking about ‘outcomes’.
Are You A Great Manager - To learn more about this author, visit Andrew Rondeau'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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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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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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