The Essence Of Managing
The Essence Of Managing
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
The essence of managing
Managing is the process by which a manager goes about controlling the activities of subordinates.
A manager succeeds, or fails, through subordinates.
Regardless of success or failure, it is always the responsibility of the manager and never the employee (even though subordinates get the credit for success).
Managing is that simple! A great manager keeps the process of managing simple.
Not all management positions are the same. These four basic management categories have been accepted in most industries.
1. Supervisor
a. A supervisor is by definition a manager, even though many companies do not recognize a supervisor as a manager (especially union companies).
b. A supervisor is only considered a manager if he/she supervises one or more subordinate employees.
2. Entry-level manager
a. This is the lowest management position in a company above supervisor.
b. An entry-level manager supervises employees and/or supervisors.
3. Mid-level manager
a. Mid-level managers reports directly to the top-level manager.
b. This position supervises entry-level managers.
c. In larger companies, there can be several mid-level managers.
4. Top-level manager
a. This will always be the highest, none ownership, management position in a company.
b. Depending on the company’s structure this could be a president, or a CEO
c. In very small companies often partners or owners take-up the position of top-level manager.
Management categories
No two companies are alike when it comes to organizational and management structure. Some companies have a very flat organization (only two levels of management) while others could have as many as 4 levels of management.
Some management positions don’t have a formal title, but are management. This could be a foreman who is responsible for the production of several workers, or a supervisor. Some management titles are meaningless because they have no managerial responsibilities, like an office manager who does not supervise subordinates, or a sales manager without sales people. If a person manages at least one subordinate, that person is a manager by definition.
Why we need managers
We need managers because without them most companies could not function effectively. Managers provide guidance, motivation, and control over the outcome of the work/services the employees perform. Without managers, you have anarchy (chaos). Managers provide the stability and order required to make a company successful. All companies need great mangers if they want to maximize their potential.
Management skills
There are two types of management skills.
Personality skills (this is who you are)
Managerial skills (this is what you know about managing)
Personal and managerial skill can be learned. It is not necessary to poses all of these skill before you start your first management position; many can be learned on the job.
PERSONAL SKILLS
1. Ambitious
2. Assertive
3. Enthusiastic
4. Creative
5. Spontaneous
6. Self-focused
7. Considerate
8. Open-minded
9. Relaxed
10. Practical
11. Systematic
MANAGERIAL SKILLS
1. Understands time management
2. Knows how to hold productive meetings
3. Believes in empowerment
4. Deals with problem employees effectively
5. An effective communicator
6. Can manage change
7. Understands financial statements
8. Believes in, and knows how to train
NOTE:
This list is not prioritized. Every management/supervisory position is unique and requires very specific personal and managerial skills, depending on the company’s culture and industry.
You can learn managerial skills in a few months; personality skill however will take a little longer. It is difficult to change old habits, but it can be done if you put your mind to it.
Keep it simple.
Many books have been written on how to be a more effective manager. Most of these management theories and concepts though are not very practical. They tend to be complicated and almost impossible to implement in the real world.
Managing is very simple, you complicate it and you will fail.
A great manager keeps managing simple and to the point. A great manager knows what is expected of him/her and his/her subordinates.
Over the past thirty years, I worked with and interviewed several thousand managers; most of them did not understand the basics of managing. They did not understand the basics because nobody ever taught them (unfortunately most what is learned in schools is more or less theory, the rest is either outdated or simple nonsense).
It is my opinion that anybody who is willing to put in the time can learn management skills. You don’t have to read hundreds of pages on management practices, there is a much more efficient way to learn managerial skills in the following articles.
Like I said, the idea is to keep it simple. Once you master the basics of managing, the finer details will take care of themselves through experience on the job.
Characteristics of a great manager/supervisor
It takes a lot to be a great manager/supervisor, some of the characteristics come probably natural to you, others have to be learned; all of them though are important to the success of a great manager.
The list is a long one and only covers some of the basic characteristics of a great supervisor/manager, but it is a good start.
A great manager/supervisor:
1. Accepts criticism and is willing to make improvement.
2. Always gives appropriate positive or negative feedback.
3. When performance does not meet standards, he/she will confront the subordinate.
4. Is very supportive of corporate and individual goals and objectives.
5. Is not afraid to delegate authorities and responsibilities.
6. Inspects performances, not just expects performances.
7. Never excuses inefficiency.
8. Conducts productive meetings.
9. Is a good communicator of ideas to superior managers and subordinates.
10. Is always available to subordinates.
11. Is never biased.
12. Sets a good, positive example for his/her subordinates.
13. Is a great motivator of people.
14. Understands the importance of goals and objectives.
15. Takes responsibility for the morale of his/her subordinates.
16. Takes responsibility for the training, development, and performance of his/her subordinates.
17. Is proud of his/her subordinates and lets them know.
What causes poor management?
Poor management simply means not getting the job done through subordinates. Managers who are not able to increase sales, productivity, and profits are, for the most part, not doing their job!
Poor managers can come-up with many “reasons” why they are not performing and very few why they should.
Poor management is responsible for more than 80% of all bankruptcies?
So, why are so many managers not doing their job?
They are not doing their job:
1. Because of the “Peter Principle”.
a. The “Peter Principle” is when a good employee is getting promoted to a point of incompetence.
b. For example, your best sales person will not necessarily make a good sales manager. Or your best worker will not necessarily make a good supervisor
2. Because they are set-up to fail by ownership and/or superior managers.
a. A manager is set-up to fail if responsibilities and authorities do not match-up. You can’t expect a manager to perform (responsibility) if he/she does not have the tools (authority) to do the job.
b. This happens more often than not. Most of the time though it is done subconsciously and not maliciously.
3. Because they are not challenged enough.
4. A manager who is not challenged every day is likely to flounder, get bored, and will not perform to his/her best ability.
5. Because of a negative corporate culture.
a. A negative corporate culture is when the managers are not on the same page with ownership. When management and ownership do not share the same goals and objectives for the company management will find it impossible to perform to the satisfaction of ownership.
Management styles
There are as many management styles as there are managers. Most management styles however, fall into two categories.
The dictatorial style:
The dictatorial manager dictates policies and procedures for his/her subordinates, who are expected to perform.
In the event of poor performance, the dictatorial manager will try to “encourage” the subordinates with threats (overtly or implied) to cause some form of pain (dismissal, pay reduction, loss of bonus).
The dictatorial manager focuses on the negative (what was not accomplished) and ignores the positive (what was accomplished).
A dictatorial management style will result in a negative workplace with poor productivity and high turnover.
If you work for a dictatorial manager, your chances of a happy productive career are not very promising.
The interactive style
The interactive manager provides and reinforces values so that the interactive goals and objectives of the department or company are driven by shared values.
The interactive manager encourages feedback from all subordinates. He/she will assist in the development of the department, company and individual goals and objectives to which all take ownership
The interactive manager provides direction and encourages feedback. He/she focuses on accomplishments and goals.
The interactive manager will create a positive workplace. Productivity will be high, work is challenging and interesting for all.
This is a positive environment for a person who would like to become a manager/supervisor.
Great managers/supervisors
A great manager /supervisor must be an excellent communicator, be supportive and above all positive, and have a good attitude.
As a manager/supervisor, you are responsible for your subordinates. Their failures are your failures; their successes are your successes. As a manager/supervisor, you always take ownership of problems and mistakes.
If a subordinate has to be terminated for performance reasons, you have failed that employee.
As a manager/supervisor, you must credit your employees for every success and everything that goes right, while you, as a manager/supervisor, will take blame for everything that goes wrong.
Why is this? It is because that is the essence of managing and the beginning of leadership. As a manager/supervisor, you are in charge and you are responsible for the output of your subordinates. It is your job to get your subordinates to perform, if they don’t you have not done your job.
Leadership or management
It is very important to identify the difference between a leader, and manager, so you know at what point you stop being a manager and became a leader.
This will come naturally, in time. All great managers will, at one point in their careers, become leaders.
1. As a leader, people will follow you out of respect for you, the person.
a. Your subordinates actually like what you, the person, represents.
b. Your subordinates believe in your judgment.
c. Your subordinates relate to your values and goals.
2. As a leader, you inspire, you never demand.
a. Your subordinates will never feel that they are being pushed.
b. They want to do it because they think it is the right thing to do.
3. Leadership you have to earn.
a. Only your subordinates can grant you the right to lead and only because they want to and not because they have to.
4. As a manager, people will follow you out of respect, or fear, for your position.
a. They don’t have much choice, they do what they are told or they are out.
5. As a manager, you have “power”, which comes with the title (this power can be used to demand).
a. Your subordinates do not grant you that power; “the company” grants it; that makes it an issue of control, which is not leadership.
Leaders are not born
Leaders are definitely not born; they have to work at it. A leader is not to be confused with a person who enjoys controlling others. A controlling person is not a leader; though often people tend to follow a controlling person and confuse it with “leadership”.
People who enjoy controlling other people do not make good managers and certainly are not leaders. People tend to follow these “leaders” because they give the impression they know where they are going and what they are doing. They probably know less than you do, but their nature is to control others no matter what the circumstances.
The reason why I am mentioning this is because there are far too many people in managerial positions who are control junkies posing as “leaders”.
It is important to recognize these “leaders” for what they really are, control junkies. Once you understand what they are doing (trying to control you), you can deal with them instead of following them blindly.
Most control junkies can easily be neutralized by challenging them and by refusing to go along with “their way” (unless he/she is your boss). If a controlling person manages you, you have two choices.
The first choice is to get behind the person and support him/her by acknowledging (to yourself though) the need for that person to be in control. If the control issue is a problem for you, let that person know you support him/her but there might be another way of doing it.
The second choice is for you to confront that person, take your chances of getting fired, which is a more than real possibility, and see what happens. Often the controlling manger will back off. When he/she does not back off and you are getting fired, or worst your life is made miserable, either quit that job or go to your manger’s boss and appeal to his/her sense of fairness. Who knows maybe that person is a true leader and will work with you.
So, there are no born leaders. Leadership is based on skill and the understanding of human behavior.
However, if you are a “control junky” it will be more difficult for you to learn leadership skills because you will view your subordinates as people to be controlled rather than viewing them as people to be lead.
Supervisors, management assistants, and entry-level managers do not always require leadership skills (though it would not hurt). Middle and upper managers must have excellent leadership skills to be truly successful.
Don’t think about leadership skills at the moment; follow the program and it will come naturally, just focus and management skills. When you are a great manager, you will also be a great leader. Leadership comes with experience.
There is a shortage of great mangers
Ask any business owner and he/she will tell you the most difficult person to find is a great manager.
With over 12 million businesses in the US (companies with several managers) most of these companies would like to hire a great manager or two. Since the average manager stays with the same company for about 5 years before he/she either gets fired or quits for a “better job”.
An estimated 50% of all business owners are not satisfied with the performance of at least one of their managers. What that means is that several million managers are marked for replacement as soon as a better manager comes along, and that could be you.
This is a wide-open field with more opportunities than you can imagine. There are simply not enough great managers to go around.
Do you still want to be a manager?
Managing is not for everybody, it requires a level of commitment, and dedication not everybody is willing to give. If you still want to be a manager after you have read this article, you have taken the first step. You made a decision to be a great manager and no matter what your strengths or weaknesses are, you can and you will overcome them because that is what you want.
The following articles will guide you through the process of become a great manager and eventually and great leader.
The Essence Of Managing - To learn more about this author, visit MIchael Otto's Website.
Like this article? Share it with your friends
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
The essence of managing
Managing is the process by which a manager goes about controlling the activities of subordinates.
A manager succeeds, or fails, through subordinates.
Regardless of success or failure, it is always the responsibility of the manager and never the employee (even though subordinates get the credit for success).
Managing is that simple! A great manager keeps the process of managing simple.
Not all management positions are the same. These four basic management categories have been accepted in most industries.
1. Supervisor
a. A supervisor is by definition a manager, even though many companies do not recognize a supervisor as a manager (especially union companies).
b. A supervisor is only considered a manager if he/she supervises one or more subordinate employees.
2. Entry-level manager
a. This is the lowest management position in a company above supervisor.
b. An entry-level manager supervises employees and/or supervisors.
3. Mid-level manager
a. Mid-level managers reports directly to the top-level manager.
b. This position supervises entry-level managers.
c. In larger companies, there can be several mid-level managers.
4. Top-level manager
a. This will always be the highest, none ownership, management position in a company.
b. Depending on the company’s structure this could be a president, or a CEO
c. In very small companies often partners or owners take-up the position of top-level manager.
Management categories
No two companies are alike when it comes to organizational and management structure. Some companies have a very flat organization (only two levels of management) while others could have as many as 4 levels of management.
Some management positions don’t have a formal title, but are management. This could be a foreman who is responsible for the production of several workers, or a supervisor. Some management titles are meaningless because they have no managerial responsibilities, like an office manager who does not supervise subordinates, or a sales manager without sales people. If a person manages at least one subordinate, that person is a manager by definition.
Why we need managers
We need managers because without them most companies could not function effectively. Managers provide guidance, motivation, and control over the outcome of the work/services the employees perform. Without managers, you have anarchy (chaos). Managers provide the stability and order required to make a company successful. All companies need great mangers if they want to maximize their potential.
Management skills
There are two types of management skills.
Personality skills (this is who you are)
Managerial skills (this is what you know about managing)
Personal and managerial skill can be learned. It is not necessary to poses all of these skill before you start your first management position; many can be learned on the job.
PERSONAL SKILLS
1. Ambitious
2. Assertive
3. Enthusiastic
4. Creative
5. Spontaneous
6. Self-focused
7. Considerate
8. Open-minded
9. Relaxed
10. Practical
11. Systematic
MANAGERIAL SKILLS
1. Understands time management
2. Knows how to hold productive meetings
3. Believes in empowerment
4. Deals with problem employees effectively
5. An effective communicator
6. Can manage change
7. Understands financial statements
8. Believes in, and knows how to train
NOTE:
This list is not prioritized. Every management/supervisory position is unique and requires very specific personal and managerial skills, depending on the company’s culture and industry.
You can learn managerial skills in a few months; personality skill however will take a little longer. It is difficult to change old habits, but it can be done if you put your mind to it.
Keep it simple.
Many books have been written on how to be a more effective manager. Most of these management theories and concepts though are not very practical. They tend to be complicated and almost impossible to implement in the real world.
Managing is very simple, you complicate it and you will fail.
A great manager keeps managing simple and to the point. A great manager knows what is expected of him/her and his/her subordinates.
Over the past thirty years, I worked with and interviewed several thousand managers; most of them did not understand the basics of managing. They did not understand the basics because nobody ever taught them (unfortunately most what is learned in schools is more or less theory, the rest is either outdated or simple nonsense).
It is my opinion that anybody who is willing to put in the time can learn management skills. You don’t have to read hundreds of pages on management practices, there is a much more efficient way to learn managerial skills in the following articles.
Like I said, the idea is to keep it simple. Once you master the basics of managing, the finer details will take care of themselves through experience on the job.
Characteristics of a great manager/supervisor
It takes a lot to be a great manager/supervisor, some of the characteristics come probably natural to you, others have to be learned; all of them though are important to the success of a great manager.
The list is a long one and only covers some of the basic characteristics of a great supervisor/manager, but it is a good start.
A great manager/supervisor:
1. Accepts criticism and is willing to make improvement.
2. Always gives appropriate positive or negative feedback.
3. When performance does not meet standards, he/she will confront the subordinate.
4. Is very supportive of corporate and individual goals and objectives.
5. Is not afraid to delegate authorities and responsibilities.
6. Inspects performances, not just expects performances.
7. Never excuses inefficiency.
8. Conducts productive meetings.
9. Is a good communicator of ideas to superior managers and subordinates.
10. Is always available to subordinates.
11. Is never biased.
12. Sets a good, positive example for his/her subordinates.
13. Is a great motivator of people.
14. Understands the importance of goals and objectives.
15. Takes responsibility for the morale of his/her subordinates.
16. Takes responsibility for the training, development, and performance of his/her subordinates.
17. Is proud of his/her subordinates and lets them know.
What causes poor management?
Poor management simply means not getting the job done through subordinates. Managers who are not able to increase sales, productivity, and profits are, for the most part, not doing their job!
Poor managers can come-up with many “reasons” why they are not performing and very few why they should.
Poor management is responsible for more than 80% of all bankruptcies?
So, why are so many managers not doing their job?
They are not doing their job:
1. Because of the “Peter Principle”.
a. The “Peter Principle” is when a good employee is getting promoted to a point of incompetence.
b. For example, your best sales person will not necessarily make a good sales manager. Or your best worker will not necessarily make a good supervisor
2. Because they are set-up to fail by ownership and/or superior managers.
a. A manager is set-up to fail if responsibilities and authorities do not match-up. You can’t expect a manager to perform (responsibility) if he/she does not have the tools (authority) to do the job.
b. This happens more often than not. Most of the time though it is done subconsciously and not maliciously.
3. Because they are not challenged enough.
4. A manager who is not challenged every day is likely to flounder, get bored, and will not perform to his/her best ability.
5. Because of a negative corporate culture.
a. A negative corporate culture is when the managers are not on the same page with ownership. When management and ownership do not share the same goals and objectives for the company management will find it impossible to perform to the satisfaction of ownership.
Management styles
There are as many management styles as there are managers. Most management styles however, fall into two categories.
The dictatorial style:
The dictatorial manager dictates policies and procedures for his/her subordinates, who are expected to perform.
In the event of poor performance, the dictatorial manager will try to “encourage” the subordinates with threats (overtly or implied) to cause some form of pain (dismissal, pay reduction, loss of bonus).
The dictatorial manager focuses on the negative (what was not accomplished) and ignores the positive (what was accomplished).
A dictatorial management style will result in a negative workplace with poor productivity and high turnover.
If you work for a dictatorial manager, your chances of a happy productive career are not very promising.
The interactive style
The interactive manager provides and reinforces values so that the interactive goals and objectives of the department or company are driven by shared values.
The interactive manager encourages feedback from all subordinates. He/she will assist in the development of the department, company and individual goals and objectives to which all take ownership
The interactive manager provides direction and encourages feedback. He/she focuses on accomplishments and goals.
The interactive manager will create a positive workplace. Productivity will be high, work is challenging and interesting for all.
This is a positive environment for a person who would like to become a manager/supervisor.
Great managers/supervisors
A great manager /supervisor must be an excellent communicator, be supportive and above all positive, and have a good attitude.
As a manager/supervisor, you are responsible for your subordinates. Their failures are your failures; their successes are your successes. As a manager/supervisor, you always take ownership of problems and mistakes.
If a subordinate has to be terminated for performance reasons, you have failed that employee.
As a manager/supervisor, you must credit your employees for every success and everything that goes right, while you, as a manager/supervisor, will take blame for everything that goes wrong.
Why is this? It is because that is the essence of managing and the beginning of leadership. As a manager/supervisor, you are in charge and you are responsible for the output of your subordinates. It is your job to get your subordinates to perform, if they don’t you have not done your job.
Leadership or management
It is very important to identify the difference between a leader, and manager, so you know at what point you stop being a manager and became a leader.
This will come naturally, in time. All great managers will, at one point in their careers, become leaders.
1. As a leader, people will follow you out of respect for you, the person.
a. Your subordinates actually like what you, the person, represents.
b. Your subordinates believe in your judgment.
c. Your subordinates relate to your values and goals.
2. As a leader, you inspire, you never demand.
a. Your subordinates will never feel that they are being pushed.
b. They want to do it because they think it is the right thing to do.
3. Leadership you have to earn.
a. Only your subordinates can grant you the right to lead and only because they want to and not because they have to.
4. As a manager, people will follow you out of respect, or fear, for your position.
a. They don’t have much choice, they do what they are told or they are out.
5. As a manager, you have “power”, which comes with the title (this power can be used to demand).
a. Your subordinates do not grant you that power; “the company” grants it; that makes it an issue of control, which is not leadership.
Leaders are not born
Leaders are definitely not born; they have to work at it. A leader is not to be confused with a person who enjoys controlling others. A controlling person is not a leader; though often people tend to follow a controlling person and confuse it with “leadership”.
People who enjoy controlling other people do not make good managers and certainly are not leaders. People tend to follow these “leaders” because they give the impression they know where they are going and what they are doing. They probably know less than you do, but their nature is to control others no matter what the circumstances.
The reason why I am mentioning this is because there are far too many people in managerial positions who are control junkies posing as “leaders”.
It is important to recognize these “leaders” for what they really are, control junkies. Once you understand what they are doing (trying to control you), you can deal with them instead of following them blindly.
Most control junkies can easily be neutralized by challenging them and by refusing to go along with “their way” (unless he/she is your boss). If a controlling person manages you, you have two choices.
The first choice is to get behind the person and support him/her by acknowledging (to yourself though) the need for that person to be in control. If the control issue is a problem for you, let that person know you support him/her but there might be another way of doing it.
The second choice is for you to confront that person, take your chances of getting fired, which is a more than real possibility, and see what happens. Often the controlling manger will back off. When he/she does not back off and you are getting fired, or worst your life is made miserable, either quit that job or go to your manger’s boss and appeal to his/her sense of fairness. Who knows maybe that person is a true leader and will work with you.
So, there are no born leaders. Leadership is based on skill and the understanding of human behavior.
However, if you are a “control junky” it will be more difficult for you to learn leadership skills because you will view your subordinates as people to be controlled rather than viewing them as people to be lead.
Supervisors, management assistants, and entry-level managers do not always require leadership skills (though it would not hurt). Middle and upper managers must have excellent leadership skills to be truly successful.
Don’t think about leadership skills at the moment; follow the program and it will come naturally, just focus and management skills. When you are a great manager, you will also be a great leader. Leadership comes with experience.
There is a shortage of great mangers
Ask any business owner and he/she will tell you the most difficult person to find is a great manager.
With over 12 million businesses in the US (companies with several managers) most of these companies would like to hire a great manager or two. Since the average manager stays with the same company for about 5 years before he/she either gets fired or quits for a “better job”.
An estimated 50% of all business owners are not satisfied with the performance of at least one of their managers. What that means is that several million managers are marked for replacement as soon as a better manager comes along, and that could be you.
This is a wide-open field with more opportunities than you can imagine. There are simply not enough great managers to go around.
Do you still want to be a manager?
Managing is not for everybody, it requires a level of commitment, and dedication not everybody is willing to give. If you still want to be a manager after you have read this article, you have taken the first step. You made a decision to be a great manager and no matter what your strengths or weaknesses are, you can and you will overcome them because that is what you want.
The following articles will guide you through the process of become a great manager and eventually and great leader.
The Essence Of Managing - To learn more about this author, visit MIchael Otto's Website.
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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