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Who Else Wants To Be An Effective Manager - Here Are 5 Ways To Improve Your Effectiveness

Written by: Andrew Rondeau

Article Overview: Think of a manager you admire. They are effective, right? Are you as effective as you could be? As a manager, would you like to improve you effectiveness? One way to do that is to inform your staff what they can expect from you.

Who Else Wants To Be An Effective Manager - Here Are 5 Ways To Improve Your Effectiveness

Think of a manager you admire. There are effective, right? Are you as effective as you could be? As a manager, would you like to improve you effectiveness?

One way to do that is to inform your staff what they can expect from you.

To have a successful career in any company you must know how to build relationships and one of the most important relationships is between the Manager and their Direct Reports. The strength of this relationship can have a direct result on the success of a Team. The relationship between the Manager and their Staff must be ‘open’ and ‘trustworthy’, but what else should your staff expect from you, as their Manager?

During my Management Career lasting over 25 years, I’ve observed and experienced, that certain behaviours on the part of both the Staff and the Manager, are conducive to productive and rewarding relationships. Below I share my views and hope that I can help other Managers, Leaders, Staff and Teams to improve their relationships and as a consequence, their performance.

Provide clarity of direction

As the Manager, it is my job to communicate clearly where the business is going, why and what the benefits will be if they accomplish what they set out to achieve. Every quarter (at least), the Manager should stand up in front of their Team and explain the progress of the Department/Company, thus providing Staff with a critical context for the work they perform and also providing a better sense of how their job contributes to the Company as a whole.

Set goals and objectives

Without goals and objectives, how do you know where you are heading? As well as Team goals, each member of Staff should know exactly what individual goals he or she is going to be measured on over a given period and where to invest their time. As a Manager, you should also regularly (at least quarterly), review the progress on objectives and goals with the Team and with the individuals.

Give frequent, specific and immediate feedback

When I give feedback, it has to be as close to the time of the situation as possible. If an individual has done a great piece of work, tell them. If a person has made a mistake, tell them. The feedback also has to be as specific as possible, not just ‘John, great job’. Tell them why it’s a ‘great job’. They shouldn’t have to wait until their annual review to learn how well they are doing and also concentrate on the individuals’ strengths and not their weaknesses.

Be decisive and timely
Your Staff expect you as their Manager, to make timely decisions. When they ask for direction or advice, they want a clear, concise and succinct answer as soon as you can provide it.

Be accessible

You want to know what’s going on in your Department/Area/Company, so you need to be available so that your staff can tell you. You have to be the flexible one. You want them to be as productive and effective as possible, so you don’t want them to have to wait around for you to be available in a few days time, meanwhile they are sitting there doing zilch.

Also, accept bad news. You want to hear it, so you can help. The individual who has to give you bad news is already concerned and apprehensive, so don’t make it worse for them. Support them and learn from the ‘bad news’.

A last word

Do your Staff know what to expect from you as their Manager? You need to make sure 100% of your Staff know what they can expect from you. It’s easy to do, the behaviours I expect are listed above. You may have different ones, it doesn’t matter. Just make sure your Staff know, because if they do you will see an improvement in your Team’s service.

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  Managing Your Life

Article Tags: behaviours, better sense, clarity, consequence, critical context, goals and objectives, job, management career, relationship, rewarding relationships, set goals, team goals



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