What makes management effective

It is the function of the manager to see that each team member receives the proper assignment, knows how to execute it, and is committed to the appropriate action. It is also the function of the manager to see that each team member is held accountable and to provide feedback that supports continued success.

Are you an effective manager? It appears that you are in New Zealand, to be redirected to our NZ site click here. AU NZ. A Developer of People To accomplish more through the people in your organisation, strive to be a developer of people.

A Leader of People An effective manager is also a leader of people. A Builder of an Effective Team An effective manager builds a diverse group of people into a smoothly functioning team. Featured Testimonial.

Furthermore, Kim will ta DIY leadership analysis. Diversity in the workplace. While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. Such a specialized approach may seem like a lot of work. This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them.

By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team.

To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. What sets the great boss apart from the average boss? The literature is rife with provocative writing about the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allows managers to get the best out of their people and win their devotion.

What do great managers actually do? Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths.

Great managers know and value the unique abilities and even the eccentricities of their employees, and they learn how best to integrate them into a coordinated plan of attack. For 17 years, I had the good fortune to work with the Gallup Organization, one of the most respected research firms in the world. These interviews were a part of large-scale studies that involved surveying groups of people in the hopes of finding broad patterns in the data.

For my book, I used this foundation as the jumping-off point for deeper, more individualized research. In each of the three areas targeted in the book—managing, leading, and sustained individual success—I first identified one or two people in various roles and fields who had measurably, consistently, and dramatically outperformed their peers. What interested me about these high achievers was the practical, seemingly banal details of their actions and their choices.

Why did Myrtle Potter repeatedly turn down promotions before taking on the challenge of turning around that failing drug? Manjit works the night shift, and one of her hobbies is weight lifting. Are those factors relevant to her performance? What were these special people doing that made them so very good at their roles?

This is the exact opposite of what great leaders do. Great leaders discover what is universal and capitalize on it. Their job is to rally people toward a better future. Leaders can succeed in this only when they can cut through differences of race, sex, age, nationality, and personality and, using stories and celebrating heroes, tap into those very few needs we all share.

Managers will succeed only when they can identify and deploy the differences among people, challenging each employee to excel in his or her own way. But to excel at one or both, you must be aware of the very different skills each role requires. Such insights help you know which of your actions will have the most far-reaching influence in virtually every situation. For a concept to emerge as the single controlling insight, it must pass three tests.

First, it must be applicable across a wide range of situations. Take leadership as an example. Lately, much has been made of the notion that there is no one best way to lead and that instead, the most effective leadership style depends on the circumstance.

With enough focus, you can identify the one thing that underpins successful leadership across all situations and all styles. Second, a controlling insight must serve as a multiplier.

In any equation, some factors will have only an additive value: When you focus your actions on these factors, you see some incremental improvement.

The controlling insight should be more powerful. It should show you how to get exponential improvement. Finally, the controlling insight must guide action. It must point to precise things that can be done to create better outcomes more consistently.

Insights that managers can act on—rather than simply ruminate over—are the ones that can make all the difference. What does the chess game look like in action? A critical part of her job, therefore, is to put people into roles and shifts that will allow them to shine—and to avoid putting clashing personalities together. At the same time, she needs to find ways for individuals to grow.

Give Jeffrey a generic task, and he would struggle. Give him one that forced him to be accurate and analytical, and he would excel. So, as any good manager would do, she told him what she had deduced about him and praised him for his good work. And a good manager would have left it at that. But Michelle knew she could get more out Jeffrey.

So she devised a scheme to reassign responsibilities across the entire store to capitalize on his unique strengths. A revision is a less time-consuming but more frequent version of the same thing: Replace these cartons of toothpaste with this new and improved variety.

Display this new line of detergent at this end of the row. Each aisle requires some form of revision at least once a week. This arrangement is simple and efficient, and it affords each employee a sense of personal responsibility. It was a challenge. But Michelle reasoned that not only would Jeffrey be excited by the challenge and get better and better with practice, but other employees would be freed from what they considered a chore and have more time to greet and serve customers.

After the reorganization, Michelle saw not only increases in sales and profit but also in that most critical performance metric, customer satisfaction. So far, so very good. With his success at doing resets and revisions, his confidence grew, and six months into the job, he wanted to move into management. Besides, like any good chess player, she had been thinking a couple of moves ahead.

Over in the cosmetics aisle worked an employee named Genoa. Michelle saw Genoa as something of a double threat. Not only was she adept at putting customers at ease—she remembered their names, asked good questions, was welcoming yet professional when answering the phone—but she was also a neatnik.

The cosmetics department was always perfectly faced, every product remained aligned, and everything was arranged just so. Her aisle was sexy: It made you want to reach out and touch the merchandise. She kept the reset role with Jeffrey. By the time you read this, the Jeffrey—Genoa configuration has probably outlived its usefulness, and Michelle has moved on to design other effective and inventive configurations.

The ability to keep tweaking roles to capitalize on the uniqueness of each person is the essence of great management. Instead, the walls are covered with sales figures and statistics, the best of them circled with red felt-tip pen, and dozens of photographs of sales contest winners, most featuring a customer service representative named Manjit.

Manjit outperforms her peers consistently. The national average was ; Manjit had sold 1, Disposable cameras, toothpaste, batteries—you name it, she could sell it.

And Manjit won contest after contest despite working the graveyard shift, from am to am , during which she met significantly fewer customers than did her peers.

She became stunningly successful only when Jim, who has made a habit of resuscitating troubled stores, came on board. All calls placed will be regarding educational services.

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Communication Being able to communicate with your team is required when being an effective manager. Knowledge Experience as a manager is a must but so is knowledge. Time Management Another key factor in being a successful manager is time management.

Reliability A manager that is leading a team has to be reliable. Confidence To be an effective manager, you need to be confident in your abilities, experience, and decisions. Share Now! Let's Connect. I do not live in the U. Select State.