These articles come in a six part series:
1) The essence of managing
2) Re-engineer yourself to be a manager
3) How to go from employee to supervisor in 6 months
4) How to go from supervisor to entry level manager in 6 months
5) How to go from entry level manager to mid level manage in 6 months
6) How to go from mid level manager to top-level manager in 12 months
Re-engineer yourself to be a manger
Personal re-engineering in this context means to re-shape your thinking, your believes, your habits. Re-engineering means to reinvent yourself to think, speak, and act like a manager/leader.
Characteristics of a great/bad manager
Let’s take a look at what it takes to be a great manager, Try to determine what your strengths and weaknesses are, based on this chart. It is important to understand your strengths so you can build on them and your weaknesses so you can change them.
Positive and negative characteristics of a manager
Ambitious
You are purposeful, forward-looking and success oriented. You are self-confident and self-assured. You feel can always take the initiative and move toward your goals and objectives in life.
Lack of ambition
You are somewhat complacent, even insecure, can’t get yourself motivated to much of anything. You would describe yourself as unproductive
Assertive
You have the tendency to take charge. Rather than to wait for things to happen you prefer to make them happen. You are very active and prefer a job that requires you to be busy all the time. .
Not assertive
You are more introspective, patient and even submissive. You don’t make snap decisions; you need to contemplate carefully before you decide anything important.
Enthusiastic
You are a person that enjoys the attention of others, you are very sociable and people are drawn to you. You are enthusiastic about everything you do and can’t wait to get started.
Not enthusiastic
You give the impression of being shy, withdrawn and very cautious. It is not that you don’t have anything to say; you are simply more introverted.
Creative
You can think “outside the box”
Uncreative
You are unable to think “outside the box”
Spontaneous
You are impulsive and enjoy breaking away from established patterns. Life is full of new experiences for you to sample.
Not spontaneous
You are very conservative when it comes to new experiences; you are careful, cautious and economical.
Self-focused
You are very determined, make your own decisions and do it on your own. You can be very independent and self motivated.
Not self-focused
You are modest, even humble, sometimes unassuming and undemanding.
Considerate
You are loyal employee. You make a very trusting friend. Your generosity and devotion makes people want to follow you
Not always considerate
You are insensitive to others even cold-hearted. At time you appear to be exploitative
Open-minded
It is easy for you to change and you are very adaptable.
Not always open-minded
You are inflexible, close-minded and somewhat intolerant
Relaxed
You are even-tempered and stay calm in most difficult or stressful situations
Stressed-out
You appear to be anxious, tense and uptight most of the time.
Practical
You are a realistic, problem solving, tough-minded person. Your focus is the present and reality.
Not very practical
You are more theoretical in your thinking and tend to ignore the practical side of a problem.
Systematic
You tend to be very orderly, methodical and efficient in your thinking and action.You always get right to the point through logical thinking.
Not very systematic
Your thinking and performance is often chaotic and inefficient. When you try to make a point it will take a while before you get there.
You need to identify what you like/dislike about yourself. Build on what you like about yourself and change what you don’t. This is not a difficult task. However, what is difficult is for you to be honest and distinguish between who you are and who you wan to be. Only rate yourself on who you think you are and not who you would like to be. It is probably a good idea to ask somebody who knows you very well to rate the following characteristics on a scale of one to ten, with ten the best and one the worst rating.
Try to identify these characteristics on a scale of one to tenTen means the highest score and one means the lowest score
Rate1-10 Rate1-10
Ambitious Lack of ambition
Assertive Not assertive
Enthusiastic Not enthusiastic
Creative Uncreative
Spontaneous Not spontaneous
Self-focused Not self-focused
Considerate Not considerate
Open-minded Closed-minded
Relaxed Stressed-out
Practical Not practical
Systematic Not systematic
A rating of 6 and over is considered above average and less than 6 below average. If ambitious is rated 7 that means you are above average. If it is rated a 5 that means your ambition is below average. You decide what needs to be changed. This is not a difficult process; it does however take willpower and honesty.
Before you start re-engineering yourself lets talk about willpower. You see willpower is the engine that provides the power to change. If you lack willpower, you will not be able to follow the re-engineering process.
Willpower:
What is willpower?
Willpower is control by deliberate purpose over impulse. You do something on purpose, and not on impulse (deliberate action requires willpower, impulsive action does not require willpower).
The power to will is used by you to perform some form of action. You will yourself to act. It sounds simple, but it is not, in fact willing is a very complicated process, but once understood, it can be used in any situation that requires willpower.
Willing yourself to do something has to go through five stages.
First: You feel you should do something.
Second: That feeling to do something becomes a desire to do it.
Third: That desire to do it is growing and takes on a form on its own.
Fourth: Now the desire is so strong, you are determined to do it.
Fifth: You are propelled into action; you are doing it.
1. Feeling and emotions:
a. Willing yourself to do something starts with an emotion that you can feel strongly.
b. This feeling activates your will to do something.
c. The emotion you feel strongly is only the beginning and not enough for action.
d. Example:
You are upset, even angry, with yourself because you can’t quit smoking.
2. Desire and impulse:
a. You feel strongly about doing something but you still won’t do it unless there is a strong desire to satisfy the feeling to do something.
b. Desire is the want to do something and not just feel like doing something, which is only emotional.
c. Feelings inspire the desire in you for doing something (action).
d. Still this is not enough for you to actually doing it, you need the next step.
e. Example:
You have a very strong desire to quit smoking because this habit is controlling your every day life, but you just can’t get yourself to do it.
3. Deliberation and consideration:
a. You feel strongly about doing it.
b. You desire that you want to do it but you are still not doing it.
c. You are not doing it because you are now confronted with several ways of doing it (and many “reasons” for not doing it).
d. In this part of the will process you will deliberate and consider what you actually want to do and how.
e. You weigh one option against the other until you reach a decision what you should do and how.
f. When you reach this stage, you must ask yourself which action you take will give you the greatest emotional (not physical) satisfaction or comfort or dissatisfaction or discomfort.
g. This is a crucial step and all deliberations and considerations must be based on emotional satisfaction and comfort (how it all started).
h. Even though you have made the decision to do it, this is still not enough for you to actually do it.
i. Example:
You are angry with yourself because you are still smoking. You want to quit more than anything, but you can’t do it. You can’t do it because you have several options to do it (quit smoking).
1- You can quit cold turkey.
2- Get medical help
3- Or you can quit gradually
When you evaluate these options, you need to decide which option will give you the greatest EMOTIONAL SATISFACTION
Option #1 you will be proud of yourself for quitting cold turkey
Option #2 you are not sure this will work for you
Option #3 this takes too much will power and you are not sure it will work for you.
After a great deal of deliberation you decide on option #1
4. Determination and decision:
a. You decided to do something but still can’t will yourself to do it (action). The reason for this is because you need to conclude the decision process.
b. The deliberation process makes up your mind to do it (you are thinking about doing it). Now you need to decide to act (to actually do it, not just thinking about it). To make up your mind to act and decide to act are two completely different issues. After you decide to do it, you now must tell yourself that you are determined to do it, or it won’t get done.
c. The determination of doing it (act on it), will take you to the next, and final stage in the willing process.
d. Example:
You are thinking about quitting, you know how you will quit; now you must decide to ACT. You must decide to act now; you are finished thinking about it. You made the decision to act now and you tell yourself you are determined to act now. It is your determination that will take you to the next step ACTION.
5. Voluntary expression and action:
a. This final stage is the very spirit of willpower; this is what you have been struggling for. Action.
b. Example:
You have now conditioned yourself to act through the power of willing yourself to act. The action of stopping to smoke will come naturally ) believe me this works, I have done it myself).
Summary:
1. Feeling strongly about doing something
2. Desiring it with all your hart
3. Considering the different options available to you
4. Determined that you will do it
5. You have conditioned yourself to will an action.
The final stage is when your Will wills itself to action because of your conditioning.
This is a conditioned reflex and does not require any intervention on your part.
Your Will takes control and you do what you plan to do (act on it).
But you still need to train your Will or you will make-up all kinds of excuses for not doing whatever it is you are trying to do.
Your Will can be trained and here is how.
Note:
This process is not learned over night it requires at least 30 days of conditioning.
Willpower training
Your willpower can serve you well, but you need to develop it, even train it, so that willing becomes a habit. Without willpower, you will not accomplish much. Your willpower gets the job done every time. You can learn to will yourself to do just about anything you want to.
Here is how:
1. Start with the strong determination that you are ready to develop your willpower and do whatever it takes to achieve that goal.
2. Willpower is required to form a new habit and break an old habit.
a. When you form a new habit, be extra careful in the beginning when you are most vulnerable to slide back to the old habit.
b. Do not give up until the new habit is firmly established (in about 30 days).
3. If you want to give up an old habit and form a new habit, you need to understand how new habits are formed. Once you know how new habits are formed, you can replace any old habit with a more desirable new habit.
4. But first the definition of a habit:
a. A habit is a regular tendency or practice that is hard to give up. It is hard to give up because the habit is controlled (excepted) by your subconscious.
b. Every effort you make to change an old habit is more or less ignored by your subconscious. The reason why your subconscious is ignoring the change is because it is doing its job of protecting the status quo (part of the survival instinct).
c. The old habit is recognized by your subconscious as a “good thing” and won’t give it up just because you want it to.
d. You actually have to work on it and convince your subconscious that the new habit is better than the old habit and that takes time.
5. You need to convince your subconscious that you are serious about eliminating the old habit and replacing it with a new habit.
a. That process takes about 30 days. After 30 days, your subconscious will accept the new habit as a good thing for you and the new habit becomes the status quo.
b. But remember it takes 30 days to replace an old habit with a new habit.
6. There is a very important rule your should observe and that is never to think about the old habit.
a. Never tell yourself you want to give up or eliminate this or that (the old habit).
b. Always think of the positive what you want to change to (the good habit) and never what you want to give up (the bad habit).
7. Think of your new habit every day, several times a day for at least 30 days.
a. Think of it as if you already acquired this new habit.
b. This tells your subconscious that you already posses this new habit and after about 30 days it will accept it.
c. It is a known fact that the subconscious can’t tell the difference between real and imagined; so imagine that you already have the new habit.
8. Let me give you an example:
a. Lets say you can’t get out of bed in the morning; this is a real problem for you because you are often late and some people might think you are just plain lazy.
b. What you do is say to yourself, and believe it, “I am an early riser, I like getting up early, I love mornings the best”.
c. Do this several times a day for at least 30 days. After a few days you’ll find yourself practicing getting up early and every day you practice getting up early it is getting a little easier.
d. After about 30 days, it is a habit and you’ll be able to get up early without giving it another thought.
Remember, never allow yourself to think about the old (negative) habit, keep your thoughts focused on the new (positive) habit or anything that has to do with the new habit.
If you find yourself thinking the “wrong thoughts” (it will happen in the beginning), replace them immediately with the “right thoughts”. Of course, this take a little practice but it is well worth the effort.
Feed your positive thoughts and starve your negative thoughts.
How to exercise your willpower
Your Will is like a muscle, exercise it and it gets stronger. The more you will the easier it gets to will.
Every day, at least three time a day; deliberately and consciously pick a disagreeable task to do. Do it not because it needs to be done, do it because you want to do it and for no other reason. It does not matter what it is you do, just do it because you will yourself to do it and for no other reason. Do this three times a day for 30 days, after thirty days you are ready to re-engineer yourself to be a great manager.
Re-engineer Yourself
What is re-engineering?
To re-engineer yourself means to change the way you think and behave.
Whatever it is that stands between who you are and who you want to be is removed through re-engineering. When you re-engineer yourself, you decide on who you want to be.
Re-engineering means to re-invent yourself to meet the demands of a great manager.
The following character traits are desirable in a great manager and a good place to start with your re-engineering project.Ambitious
Assertive
Enthusiastic
Creative
Spontaneous
Self-focused
Considerate
Open-minded
Relaxed
Practical
Systematic
Re-engineering plan and time schedule
Before you start re-engineering your self, develop a plan of action with a time schedule.
Outline in detail what you try to accomplish and by when. This is similar to a business plan (re-engineering plan).
1. Ask yourself what you want to accomplish?
a. Outline what you plan to accomplish with the re-engineering project
b. For example: I want to be a great manager and leader so I can get promoted to national sales manager (or whatever business you want to be in or are in).
2. Use the following list of character traits you want to improve upon.
a. Outline the reason why you want to improve and by when.
I want to be more:
Subject: Reasons why By when
Ambitious Date:
Assertive Date:
Enthusiastic Date:
Creative Date:
Spontaneous Date:
Self-focused Date:
Considerate Date:
Open-minded Date:
Relaxed Date:
Practical Date:
Systematic Date:
Ambitious
Ambitious: full of ambition; strongly desirous; eager to something; of high aspiration (definition of ambitious from the Oxford Dictionary.
Lack of ambition is when you are satisfied/content with the way things are in your life.
You are not ambitious when you let complacency get the best of you.
If you lack ambition because you have been told all your life that you are not good enough or your place in life is exactly where you are, you might have developed and inferiority complex.
Let me tell you this, and I will tell you this many times before you are finished with this group of articles.
You can do anything, or be anybody, you want if you only want it hard enough and are willing to pay the price for achieving your goals (the price is always hard work and dedication).
You need to be ambitious if you want to get ahead in life and most great managers have one thing in common, ambition.
To be ambitious you must have the burning desire to accomplish something very specific; no matter how difficult it might get. You know what you want, you know how to get it and you won’t give up until you accomplish it.
If you lack ambition, your very first goal must be to become ambitious.
If you don’t know what you want, don’t know how to get it, and give up to fast, find out:
1. Who you are.
a. This will identify your personality to you in more detail.
b. When you know who you are you can determine what you really want.
2. What you want.
a. This does not mean material things (things you buy).
b. What you want out of life
3. Why you want it.
a. There must be a reason why you want what you want.
b. Explore the why in detail.
Ask yourself these questions:
1. Who am I?
Write down your thoughts on who you think you are, not who you think you want to be. Don’t worry nobody will read this. When you do this exercise, write, “who am I?” on a piece of paper and start writing whatever comes to mind. Don’t stop, keep on writing for at least 15 minutes. You will go in all kinds of directions, but that is okay just continue to write. If you stray from the subject too much (who am I) stop and write, “Who am I” again and continue to write whatever comes into your mind.
What you write will come from the subconscious and not you conscious mind. Your thoughts will come very fast so try to write as fast as you can (it does not have to be correct or even legible) This could take several sessions, but eventually you will get your answer and you will know who you are.
The answer to who am I will be a short sentence describing who you think you are. I wish I could give you an example, but that is not possible because every person is different and every answer is different. Whatever the answer though there is no right or wrong, you are who you think you are.
2. Who would I like to be?
List all the characteristics you would like to possess and why you would like to possess them. Be very specific here because you want to use this list later as part of your re-engineering exercise.
3. What is important to me and why?
Make a detailed list of all the things that are important to you and why they are important to you.
Next, reduce this list to 3 or 4 things that are the most important to you. Give it at least one day and go over the list again. Make sure these are the most important things in your life.
Next, prioritize the 3 or 4 most important things in your life and focus on the number one item on your list. That is now the most important thing in your life.
Get passionate about what is important to you. Understand it, know it better than anything, learn about it and make it part of you. This is important to you, make it your priority.
What ever it is that is so important to you, pretend it is already yours; act like it is yours for the next 30 days at east two times a day.
To be ambitious means to want something that is important to you. When you identify what is important to you, you condition yourself to be ambitious by thinking about what you want more than anything, at least two time a day for about 30 days.
Note: Lack of ambition is often caused by low self-esteem. With each success, you will build your self-esteem and confidence in yourself.
Never give up, this is your life, your dream, your responsibility and you can make it work; if you don’t, who will?
Assertive
Assertive: tending to assert oneself, forthright, positive (definition of assertive from the Oxford Dictionary).
In the context of great management, to be assertive means you take charge and you don’t wait for something to happen.
To be assertive does not mean to be aggressive; you simply prefer activity to passivity.
The reason why this is important because as a manager you need to take control (to be in charge means take control), you can’t sit around and wait for something to happen.
To be assertive as a manager is a valuable management asset, if it is used to get the job done and not to control or manipulate subordinates.
Also make sure when you assert yourself that your confidence level does not exceed your skills level. There is y nothing worst for a manager when he/she makes a fool of him/herself with stupid mistakes. So, when you assert yourself make sure you have the skills to match it.
If you are not assertive by nature, you probably prefer to think things over before you act or you believe it is best to wait and not make hasty decisions; you definitely need to work on you assertive skills.
Being assertive will help you make decisions without having all the facts or knowing the whole story. In business, many decisions are made with a minimum amount of information or facts. That is because most decisions are time sensitive and if you wait too long your competition will make the decision for you (that is not a good thing).
How you can become more assertive.
First, you must understand and believe that being assertive is a positive thing. If you are not assertive, you probably dislike people who are assertive and consider them pushy or controlling. And you are probably right, many assertive people do “cross the line” and manipulate people to their advantage.
That said, believe me, to be assertive is a positive quality in a manager. It is positive because a manager must be forthright and action oriented. When you manage people you can’t afford to wait, you need to act (make a decision to do something and act on it) now and you better be right (at least most of the time).
For you to be assertive you need to practice to be forthright, that means to be outspoken, straightforward and decisive.
Here is how:
The next time you are in a meting or with a group of people either at work or at a social function, watch how people always listen to the person who is outspoken (assertive). You will find this person talks about a subject or issue with conviction, even with passion. He/she knows what he/she is talking about and is not afraid to show it.
A good way to start to practice being assertive is to talk about a subject or issue that is important to you. Try this at the next meeting or social interaction with people.
Most companies have meetings for either training or information. If you know what the meeting is all about (if you don’t know find out), pick a subject that will come up and research the subject to a point where you know all there is to know about that subject.
At your next meeting, practice to be more assertive (outspoken). Talk about a subject you know a great deal about. The knowledge that you know more than anybody at the meeting will give you the confidence you need to speak up. After a few well-chosen sentences, you control the conversation. You inform the people at the meeting and you are the expert on the subject. People will respect this and listen to you (what a great feeling that is). You now have asserted yourself.
Don’t worry if you don’t succeed at first, and you probably won’t; it will happen the next time. The harder you practice the better you will get at it.
Learn to become informed and share that information by being outspoken, straightforward and assertive.
Practice this every chance you get (but don’t over-do it or you will annoy people) for about 30 days. Soon you become increasingly assertive, in fact it will becomes your second nature.
However, use this new found power sparingly (after you mastered the concept), you don’t want to be overbearing, controlling and intimidating (all bad traits for a manager)
Enthusiastic
Enthusiastic: a person full of enthusiasm for something. Enthusiasm: intensity of feeling or interest, great eagerness (definition of enthusiastic from the Oxford Dictionary).
In the context of great management, enthusiasm means people who enjoy the attention of others, extroverted people, and exuberant (high spirited) people.
For the most part, subordinates enjoy working for an enthusiastic manager.
It is difficult to learn to be enthusiastic; it takes time and a great deal of effort.
If you enjoy being with people, like to laugh, or tell jokes you have no problem being enthusiastic about what you do.
However, if you are more introverted even shy or cautious you need to practice enthusiasm.
One thing about practicing enthusiasm, it is catching. The more you practice it the more it will become part of your personality. Before you know it you are enthusiastic about, not just what you do, but about your live and who you are.
Practicing enthusiasm
You can become enthusiastic by practicing enthusiasm. You practice enthusiasm by pretending to be enthusiastic about an issue important to you. Pretend to be enthusiastic long enough and you will become enthusiastic.
If you are a manager/supervisor, get exited about a project (any project will do) and talk to your subordinates about it with enthusiasm. Pretending to be enthusiastic will be difficult, almost awkward, but after a few tries it will gets easier and easier until it becomes your second nature. Of course don’t over do it or your subordinates will freak-out.
If you are not a manager/supervisor, you can practice to be enthusiastic on your co-workers, or your friends.
For the next 30 days select a different issue, subject, goal, or idea each day, which you can get enthusiastic about. Really feel the intensity of the excitement, let yourself feel enthusiastic.
Practice to be enthusiastic every day, at least once a day. Don’t forget the reason why you are doing it; you want to be a great manager/leader.
Creative
Creative: able to create, inventive, imaginative (definition of creative from the Oxford Dictionary).
In the context of great management creative means finding new solutions, to be able to solve difficult problems, to think “outside the box” and not be content with the status quo.
Thinking takes place on two levels one is the creative level the other is the analytical level. Most of us tend to favor one or the other. We either think more creatively or more analytically.
A great manager needs to think on both levels. The analytical level is used for analyzing problems and information. The creative level is used for coming up with new ideas, to improve on the status quo (the old familiar ways of doing things).
How do you know at what level you are thinking?
If you believe:
1. If it is not broken why fix it?
2. New ideas are suspect.
3. In the “good old days”
4. You can solve everything with logic
You are probably more of an analytical thinker. That does not mean you don’t know how to think creatively, it means you simply prevent yourself from thinking creatively.
For an analytical thinker to think creatively seems so out of character. You are used to thinking logically and now you are ask to try “blue sky” thinking. The first step in learning how to think creatively is by eliminating any negative thinking that prevents you from thinking creatively.
For example:
Negative thinking “It worked in the asst, why change it?”
Just because it was good in the past does not mean it will be good in the future.
Change is the only constant in business we can count on; so, if we don’t change the way we have been doing things we might not keep pace with the changing times. Another reason is, if we don’t change it, our competitors certainly will, it is just a mater of time.
No mater how successful you are, always think about how you can improve it. Just because nobody has thought of it, does not mean it can’t be done.
That is creative thinking
When you think negative thoughts, you can’t be creative
With a negative, or overly critical, attitude it is impossible to think creatively.
Creative thinking requires an open and positive mindset (positive thoughts). If you have negative thoughts about a project or problem you are trying to solve, it will not work. Negative thinking will prevent you from solving most problems. Re-visit the problem when you can think about the problem with a more positive frame of mind.
If you are negative person and are overly critical by nature it will be much too difficult, to think creatively. The solution to this problem is beyond the scope of this article though.
It has been my experience that overly critical people generally lack self-esteem and have the tendency to overcompensate for their shortcomings.
Think about it, and do yourself a favor, get some help because you will not make a great manger if you are overly critical or negative.
Don’t give up
Most people give up just before they are about to succeed.
Don’t ever give up because nobody knows how long it takes to succeed. When it gets tough and you think you can’t take it anymore, go back to why you are doing this in the first place, this will give you your “second wind”.
When you think creatively never give up, stay with it and the idea will come, often when you least expect it.
Make a conscious effort for at least 30 days to come up with one creative idea every day. It could be something simple to start with and get progressively more difficult.
For example:
Day one
Think of a more creative way to make breakfast.
Day two
Write a creative memo or note (e-mail) to a co-worker or friend
Day three to day 10 (one week)
Have only positive thoughts. Replace any negative thoughts immediately with positive thoughts before they can take hold. Negative thoughts will prevent creative thinking.
Day 11 to day 30
Come up with a new, creative, way to do something difficult, or solve a difficult problem. Focus on the issue for 5 days with all the intensity you can muster. On the 6th day forget about it; think about something else (let your subconscious finish the job). On the 7th day re-visit the issue and find out what your subconscious came up with. If you still don’t have an answer (which is not unusual because it depends entirely on the complexity of the problem) go over the issue again. Spend as long as you have to, to go over the information you have, in case you overlooked something. After a few days let it go and think of something else. Wait for your subconscious to let you know when the idea is ready. Don’t give up, stay with it and the idea will come to you.
Control your thinking
Working hard mentally simply means you can focus (concentrate) on one issue (thought) for at least 15 minutes without getting sidetracked or falling asleep. This takes some practice, especially if you have some form of attention deficit.
In order for you to work hard mentally, you need to be able to focus for long periods without getting sidetracked.
A great way to start practicing controlled thinking is with some form of breathing exercise. For at least 10 minutes slowly inhale and slowly exhale.
Here is how:
Empty your lungs completely.
Inhale slowly by expanding you abdomen (this fills the bottom part of your lungs)
Next, expand your ribs gently (this will allow your lungs to fill completely)
Exhale slowly and completely. Inhale to the count of five; exhale to the count of ten. In Yoga, breathing exhaling is more important than inhaling. There are many books available on yoga breathing, get one it will be worth your time. Proper breathing techniques will improve you ability to concentrate, which is the foundation of working hard mentally.
Practice twice a day 10 minutes for 30 days. You will find this a most enjoyable exercise. It will take about a week before you’ll notice any difference, so stay with it is worth it.
Spontaneous
Spontaneous: acting without external cause or incitement, automatic, instinctive, natural (definition of spontaneous from the Oxford Dictionary).
In the context of great management, spontaneous means a manager who is capable of departing from the established patterns of how things are done in the company.
If you are spontaneous, you enjoy taking a different route, even breaking the “mould” and creating a new one. If you are not spontaneous you prefer a more conservative approach, you appear to be careful (conservative) in action and thought
The reason why spontaneity is a desirable trait in a manager is because you need to be able to think on your feet, make decisions without having “all” the facts, act on intuition and sometime plain old “gut feeling”.
To be spontaneous can be learned, but it takes time a patience. For most of what we do is done automatically, like we tie our shoes without thinking about it. We brush our teeth without thinking about it. We even drive our cars (for the most part) without thinking about it.
To be spontaneous you do things deliberately and not automatically. Try to be spontaneous every day for the next 30 days.
Take a different route home.
When you dress in the morning make a conscious effort not to follow your regular routine.
Find something every day that you have been doing automatically and change it consciously. Do this just as an exercise to develop spontaneity.
Self-focused
In the context of great management, self-focused describes a person who is self reliant, independent and who wants to make his/her own decisions.
However, self-focused behavior can turn into self-love (narcissism), which is not a desirable trait in a manager.
The ideal manager will focus on what he/she wants, is self reliant, independent, and cares for his/her subordinates. The manager gets what she/he wants and the subordinates get what they want.
If you are narcissistic, you need to change because employees will never willingly follow a manager who is selfish and does not care for his/her employees.
Note: The opposite of narcissism is altruism. So, if you are an altruistic person you will not make a good manager either because the employees you manage will take advantage of your altruistic nature, even though it could be to their own detriment.
What you need to do if you are too self-focused:
When your are self-focused you don’t show much concern for others. A great manager must show concern for his/her subordinates in order to be an effective manager.
Possible cause of self-focused behavior:
If you are too self-focused you are probably somewhat insecure even afraid of getting hurt or being taking advantage off. You over-compensate by thinking only of yourself. Since the cause of this feeling or condition is complex and beyond the scope of this article, and if you are serious about becoming less self-centered it might be a good idea to get some therapy. You can actually do self-therapy it might takes a little longer but can be very effective.
Here is how:
1. Find a quiet spot, take a pen and note pad and write on the first page “why am I so self centered (focused)”? Next, all you have to do start writing whatever comes to your mind and keep on writing for at least 15 minutes. It does not matter what you write, it does not matter if it makes sense or not, just write without interruption for at least 15 minutes.
2. Do this exercise for several days or until you come to a “writer’s block”. That is when you can’t think of anything to write and your mind goes blank. What happens now is your subconscious is protecting you by refusing to give-up the information you are looking for (why you are so self centered). Since you must have the information don’t give up. Write again “why am I so self-centered?” And totally concentrate on what you just wrote. If you still draw a blank write it again for several times. Eventually you come up with a reason why you are so self-centered.
3. Wait a few days and continue the exercise until you are satisfied with the results. Once you know why you are so self-centered, you can do something about it by addressing the issues logically. The more you think about the issues that causes you to be self centered the easier it is to dismiss the cause which will eliminate the effect (self centered behavior).
A manager must have a good balance of healthy ego (self-focus) and care for others.
You can’t be a great manager if you only think of yourself because you will have a tendency to take advantage of the people you manage.
You can’t be a great manager if all you do is think about the people you manage, because the people you manage will take advantage of you.
This is a difficult characteristic to judge but a very important one. You might want to ask a good friend if you are self-centered or not. Should you be uncomfortable with asking somebody you can
always do the following:
When you make a decision ask yourself:
1. Who will benefit from the decision (will I or somebody else)?
2. Why did I make this decision?
3. Did I have an ulterior motive?
Keep track of all your decisions and actions for 30 days and ask yourself if you made these decisions for yourself or somebody else. There is a possibility you will rationalize your behavior and justify you decisions to protect yourself. If you do, you are not ready to deal with the responsibility of managing people (of course you will strongly disagree with me on that one).
Make a conscious effort to be more people oriented and less self oriented. If it is a struggle for you to be more people oriented you are either not suited for a management position or you should get some serious therapy before you continue with this program.
Considerate
Considerate: thoughtful for others, careful not to cause inconvenience to others (definition of considerate from the Oxford Dictionary)
In the context of managing, considerate implies consideration for others. A considerate manager is a person who is trusting, loyal, generous and devoted. An inconsiderate manager would exploit people, is insensitive, somewhat distant, even cold-hearted.
How do you know if you are considerate? Well, you ask somebody who knows you very well (like your best friend or a spouse). If you are not a considered person become one or you’ll not make a great manger. In fact, most ineffective managers have on thing n common, they are in considered. If you are not considered here is what you can do to become a more considered person.
For the next 30 days, make a conscious effort to be considered of others. Be thoughtful when you deal with subordinates, friend or co-workers.
When you interact with people ask yourself:
1. How can this benefit the person?
2. What can I do to make it better for that person?
3. How will that person feel about what I am about to do or say?
After you make a statement, or decision, concerning an individual, asks that person:
1. Are you okay with that?
2. What do you think?
3. How do you feel about it?
4. How would you do it?
Don’t go over board though. This is an exercise that must be carefully executed or people think there is something seriously wrong with you. When you do this exercise be very casual about it, don’t come across as a phony or you’ll do more damage than good.
To become a considered person is not that easy because there is a reason why you are not a considered person. Some people are not considered because they are thoughtless (think of themselves most of the time). Thoughtless people are not very well suited for management positions; at least they won’t stay in that position for very long
Some thoughtless people are not aware of the impact of their thoughtless actions, or comments on other people. One of the reasons why they are not aware is because they are extremely “thick skinned” and expect others to be the same.
To be considered of other people is very important for any manager and well worth cultivating.
Open-minded
To be open-minded is the key to managing more effectively.
In the context of great management, open minded simply means that you have the ability to change and are adaptable.
In management, it is important to be open minded and adaptable to new ideas to keep pace with the forever changing times. If you are not flexible (closed-minded), or have a difficult time dealing with change, you need to change.
A manager who is rigid and clings to the old ways will eventually have a problem with subordinates.
Closed mindedness is probably one of the most difficult things to change. It is difficult because if you are not open minded change is not an option for you.
People who are closed minded share several deep rooted believes.
1. Because it was like that in the past, we can assume it will be like that in the future
2. If it isn’t broken don’t fix it.
3. You can’t teach an old dog new tricks.
4. The old ways worked just fine.
To be open minded means to be willing to look at issues in a “new way” or from a “different angle” with “fresh eyes”
Practice to be more open-minded.
The next time you are confronted with a situation that requires you to be open-minded and your first impulse is “what is wrong with the way we used to do it”, stop and think before you make a decision.
Ask yourself the following questions:
1. Why should it be changed?
2. What are the benefits of changing it?
3. What are the disadvantages of changing it?
4. Who will benefit from it?
5. Who will benefit if it is not changed?
6. Why don’t I want to change it?
7. How would I feel if I would change it?
8. Why is it better to keep it the way it is?
9. Do I have ulterior motives not to change it?
10. If I do, what are they?
Concentrate on how you should make the change and not why you should make the change. By focusing on the how and by ignoring the why, your creative thinking process will kick-in and you will come up with new ideas.
If you do this for 30 days every day at least two times you will find that being open minded will open (pun intended) a new world for you and my guess is you’ll like it.
Relaxed
Relax: make or become less stiff or rigid/tense; make or become les formal or strict (definition of relax from the Oxford Dictionary).
In the context of great management, relaxed refers to even temper, calm disposition, a person who displays emotional control in stressful situations.
This is an important quality in a manager. It is important because most managerial positions are very stressful. If you do not remain calm, subordinates will view this as a weakness and lose respect for you as a manager and as a person.
You can do many things calm yourself so you are ready to tackle even the most stressful situations.
The most effective way to calm yourself is deep breathing (yoga breathing). Slowly inhale while you count to five. Slowly exhale while you count to ten. Do this exercise for at least ten minutes; this will calm you down and enables you to think more clearly.
What you have done is you oxygenated your brain (pumped it full of oxygen). After you have performed this exercise at least once a day for several days, you’ll find a noticeable change in your overall attitude.
If you are serious about relaxing, get a book on Yoga exercise and practice breathing and some light meditation for 30 days. After 30 days, you’ll be a different person and certainly a more effective manager, guaranteed.
Too many managers complain about all kind of physical and psychological problems due to the stress of their jobs. Then they compound the problem by over-eating, drinking too much, even smoking and not exercising (playing a round golf riding around in cart is not much exercise).
The more relaxed you are the more effective you will be. When you are tense, stressed out and worried it is almost impossible to make sound decisions.
Practical (realistic)
Practical: Of or concern with practice rather than theory (definition of practical from the Oxford Dictionary).
In the context of great management, to be practical means to be more concerned with the practical rather than the theoretical aspect of managing people and projects A practical manager is problem solving oriented.
If you are not a practical person (not grounded in reality), it is important you take a good hard look at why you are not grounded in reality (practical).
The opposite of taking the practical approach is taking the theoretical approach. That might be appropriate if you teach or train, but will not do when you manage people and have to solve problems.
Condition yourself to be more practical.
You can’t become a practical person unless you have a very good reason to change to be practical. I hope that you reason is because you want to be a great manager. In the real world of managing, you can’t solve problems in theory. The solution to a problem must be a practical one or it simply won’t work.
What you can do to be a practical person.
The next time you are faced with making a decision, any decision, ask yourself the following questions:
1. What am I trying to accomplish?
2. What is the problem I am trying to solve?
3. Why do I want to solve this problem?
4. What will happen if I don’t decide on a course of action?
5. Why will it work?
6. Why won’t it work?
When you answer these questions, you force yourself to think things through rationally and the decision you make will be grounded in reality (practical).
Practice this every chance you get for at least 30 days and you’ll find after thirty days you will do this automatically and this will improve you practical decision making ability.
Decisions made based on theory or emotions are seldom the best choice when it comes to business situations.
Systematic
Systematic: Methodical, according to a system, deliberate (definition of systematic from the Oxford Dictionary).
A manager who is systematic is orderly, very efficient and structured.
For most managerial positions, this is indeed a very good quality. It is a good quality because you will set an example to your subordinates. Productivity in general will greatly improve with an orderly, methodical approach. The need for some form of structure is very much essential in most companies. As a manager, you need to provide this form of structure to maximize productivity.
The least effective managers lack structure and do not provide an orderly, systematic, approach to managing.
If you are not efficient, structured and orderly, you can’t expect your subordinates to perform efficiently; which makes it almost impossible to maximize productivity. Managers who are not systematic (disorganized) are inefficient and ineffective.
How to become more systematic (orderly, efficient and structured).
Most people who are disorganized simply have developed bad habits and nobody told them these habits are not acceptable.
Lack of organization is a form of mental laziness.
You do something and you are not thinking about what you are doing. You do it without thinking and without concern for the consequences.
For example: You are putting things anywhere without regards to finding it later. In fact, you have told yourself you know exactly where everything is and you are right on top of everything. The truth is you are inefficient.
The point is, unless you first recognize you are disorganized and inefficient you won’t be able to change.
Take a good look around your office space (if you don’t have an office your desk or work station). If it is cluttered you are disorganized!
When you come to terms with the fact that you are disorganized, you are half way on your way to be more efficient and more organized (more systematic).
The next step is to organize your surrounding. You can’t be efficient when you work place is not organized.
Remember there is a place for everything and everything in its place.
For the next 30 days (after you have cleaned up your work place), make a conscious effort to put everything in its place now, not later. Have a place for everything and use it.
After 30 days, you will do it automatically and you have become a systematic (organized) manager. Your efficiency will improve dramatically, guaranteed.
Summary:
There are a few simple rules to follow when you re-engineer yourself:
1. You can change anything you want, all you need to do is pretend you already possess that quality and do it (pretending) for about 30 days.
a. Your subconscious can’t tell the difference between real and imagined.
b. About 80% of what we do is controlled by our subconscious, so make sure your subconscious mind is on the same page with your conscious mind.
2. You can be anything you want providing you want it hard enough and you are willing to pay the price (hard work).
a. This is easier said then done. Hard work means giving up what you enjoy doing, at least for a while, and use that time to work on your re-engineering project.
3. Never give up, if it takes a little longer, so what, stay with it until your goal is achieved.
a. Most people give up just before they are successful.
b. Never give up!
Why do you want to be a manager?
Ask yourself why you want to be a manager. You should ask yourself this question because to change who you are to who you want to be requires commitment. My point is, you have to want to become a great manger above everything else you ever wanted, and will do whatever is necessary to become a great manager.
Ask yourself why you want to be a manager?
1. Do I want to better myself?
a. This is a powerful reason to become a manager.
2. Do I want to earn more money?
a. When you are in management, you will make good money, however, don’t let that be you only motivator.
3. Am I tired of taking orders?
a. Taking orders is also part of managing.
b. If you can’t take orders, it will be difficult for you to give orders.
c. Make sure this is not the only reason you want to be a manager.
4. Do I want to be the boss?
a. Ask yourself why you want to be the “boss”.
5. Do I think I can do a better job then my boss?
a. That is definitely a good start. You are thinking like a supervisor/manager
6. Am I good with people?
a. This is necessary in managing, if you are not good with people you won’t last.
7. Do I like being in charge?
a. If you like being in charge, or even insists on being in charge, ask yourself why you always want to be in control.
Think about these questions carefully because the reason why you want to be a manager can say a great deal about your potential management style.
Make sure you want to become a manager for the right reasons.
Re Engineer Yourself To Be A Manager - To learn more about this author, visit MIchael Otto's Website.
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MIchael Otto
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I have been a business analyst and
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