Being a good manager is all about running the show while producing effective results. You are not only seen as a leader but are also expected to be fair and approachable. For many managers, their duties are limited to getting the work done, however, how you get the work done is equally important and one cannot learn to do so overnight.
So unless you hail from a management background or are trained to do so, you may find yourself in a tight spot. The good news is that it is not impossible to become the perfect manager – following these tips will help you understand management more deeply and help you become a more effective manager.
1) Delegate work wisely:
The key to effective management is to delegate the work – you should assign responsibilities and tasks to your employees. Most employers feel they have to control every small thing their employees do, and this can be disastrous at your position.
When you delegate work to your employees, you are multiplying the quantity of work that can be accomplished. Also, you are helping develop your employees’ capabilities, leadership skills and confidence.
2) Set achievable goals:
Every employee must have something to work for and therefore it is the duty of a manager to set goals that his subordinate will strive for. Not only will these goals give the employees a new purpose and direction, they will also ensure that all employees are marching towards the larger organizational goals.
So fix measurable goals and regularly monitor the progress towards their accomplishment.
3) Communication is essential:
There are managers who do not understand the importance of communication – this can be bad for them as well as the organization. On many occasions, managers have to serve as the link between the top management and the executive-level employees.
Whether you have news related to work or whether it is an informal interaction, a good manager always makes an effort to keep his subordinates in the loop. Employees must remain updated as to what has to be done how in order to do their job efficiently and on time.
4) Make time for your subordinates:
Management is mainly about making people work. When an employee needs to talk to you, you must make sure that you make time to see him and step aside for a discussion.
It is okay to put your work on the back-burner for a moment and focus on this person in need of your assistance.
5) Recognize achievements:
Every individual is hungry for appreciation. The day you begin appreciating your team for their efforts, you subordinates will be a happier lot. All employees are, at some point or the other, seeking praise for the work they do. However, very few bosses understand this need and do not do much to contribute towards recognizing and rewarding them for a task done well.
Thus, if you want your employees to have job satisfaction it is vital to give them a pat on their backs. To be a good leader, you must show your good qualities to the world and inspire others.
You will have to be the change you wish to see in others. So start behaving as you would want your subordinates to behave at work. However, do not forget in the process that your role and position are different from the other employees.
6) Come up with lasting solutions:
Managers must be effective problem solvers. No matter how huge a problem is, there is always a solution to it.
The trouble with coming up with quick fixes is that in your enthusiasm to come up with quick solutions and move on to another task, you may overlook another viable option that may have taken longer to develop and apply but could have been a long-lasting solution.
A good manager believes in dealing with the root cause of the problem, rather than just superficially fixing it.
7) Stop playing the blame game:
It will always be someone’s fault. Fingers can be pointed towards you. Not that you should start pointing fingers to evade the situation! It is possible that you do not have a stellar team, but that should not mean you should settle for mediocrity in work. You must hold the power to inspire employees so that they exceed all expectations. You do possess the power to sack people who aren’t doing what they were hired to do.
However, you can’t go on blaming everyone in the team for one person’s failure to perform or your own failure to lead.
Bonus) Build on people’s strengths:
A lot of managers target the weaknesses of employees and talk about how to improve them. You should distinguish yourself by paying special attention to core areas that represent the strength of your subordinates. This will encourage them and this is how you will receive your biggest return on investment.
Being a good manager can be a challenge sometimes and in order to succeed in this position, you must realize that your success is directly dependent on the success of your team. So go on and motivate your subordinates as happy workers bring more productivity and respect to their manager.
Even if your job title doesn’t include “manager,” there’s a good chance you’ll have to handle some management duty sometime in your career. And, as an entrepreneur, you’re already a manager, because almost every one of your responsibilities has some management element to it.
In short, your employees are the ones making your vision a reality, and your job is to make sure they do it efficiently.
But being an effective manager is about more than just driving your employees to work harder — or more efficiently. Forcing employees to work a certain way can breed resentment, even disloyalty, while being too soft can lead to bad habits, laziness or boredom. There’s no “right” management style, as each employee and company is going to have an individual perspective.
But there are some universally “wrong” ways to manage. Avoid them by following these 10 “golden” rules of effective management:
1. Be consistent.
This is the first rule because it applies to most of the others. Before your management approach can be effective, it must be consistent. You must reward the same behaviors every time they appear, discourage the same behaviors when they appear and treat every member of your team with an equal, level-headed view.
2. Focus on clarity, accuracy and thoroughness in communication.
How you communicate to your team can dictate your eventual success. When relaying instructions, recapping meetings or just doling out company updates, strive for the clarity, accuracy and thoroughness of your communication. This goes for any other medium, whether that means in-person communication, email or a phone call. Clarity, accuracy and thoroughness are the best way to avoid miscommunication and keep your team on the same page.
3. Set the goal of working as a team.
If you want your team members to work together, have them work for something together. Setting goals just for the department or one individual breeds a limited mentality and forces team members to remain isolated. Instead, give staffers a unified focus and purpose, to inspire them together.
4. Publicly reward and recognize hard work.
When a member of your team does something exceptional, reward him/her — with a bonus, a small trophy or even just a vocal recognition. Do this in front of the group; it will make the intended recipient feel good and show the rest of the team that hard work is rewarded. The only caveat goes back to rule one: Be consistent in your rewards so you won’t be seen as playing favorites.
5. Be the example.
As the manager and leader, you should set an example in terms of your behavior. If you show up late, your team will be less punctual. If you lose your temper easily, others will be amiss in keeping their emotions in check. Strive to be your own ideal of the perfect worker, especially in front of the team.
6. Never go with ‘one-size-fits-all.’
Your team is comprised of individuals with unique preferences, strengths, weaknesses and ideas. Never use the exact same approach to motivate, encourage or mold all of them. Focus on individuals, and customize your approach to fit each one.
7. Remain as transparent as possible.
Transparency shows your integrity as a leader, and builds trust with the individual members of your team. If you lie about something, or withhold information, you could jeopardize your relationships and the respect you command as a leader.
8. Encourage all opinions and ideas.
The more people you have actively participating in discussions and attempting to make improvements to the organization, the better. Never chastise a team member for voicing an opinion respectfully — even if it goes against your original vision or isn’t well thought out. Cutting someone down for voicing an opinion builds resentment, and discourages people from sharing their own new thoughts.
9. Help people enjoy work.
You don’t need a pool table or dress code abolition to make work fun. You can make the workday more enjoyable with such new elements as surprise lunch outings, a dedicated break room or even just casual conversations with your workers. Help your people enjoy coming to work, and they’ll do their best work for you.
10. Listen and ask questions.
If someone doesn’t agree with your management style or doesn’t like the direction of the company, don’t silence that person. Listen. And ask questions of your entire team: What do you think of this? How do you feel about that? This open dialogue makes it easier to proactively identify problems and work together to create a mutually beneficial environment. It will also make your employees feel appreciated and acknowledged.
As you’ll notice, these rules leave plenty of wiggle room to apply your own personal “brand” of leadership and management. They stand as fundamental truths, considerations and principles that govern an effective management role rather than a strict instruction manual to success. Stay true to these principles in addition to your own, and you’ll unify your team in a rewarding and enriching environment.
In the rush to become a better leader, don’t forget to become a better manager.
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That’s the advice from Carter Cast, a clinical professor of entrepreneurship at the Kellogg School. “We talk about inspirational leadership and brave leadership, and I’m all for it,” he says. “But the power and strength of good management doesn’t always get enough attention.”
After all, strong managers coax high productivity out of their teams; they also free the executive team from much of the day-to-day operations so they can focus on more tactical issues.
“Within a company, leaders create a vision, and managers create goals and lead their group toward common objectives related to that vision,” Cast says. “You can make a strong case that the real pulse of a company is its management layer.”
So what does it take to become a strong manager? Cast offers five tips.
As the lynchpin and catalyst between the company’s senior leadership and its frontline workers, the manager must be able to communicate directions, expectations, and the company leadership’s position. Managers need to be clear about what they are asking people to do and why.
First and foremost, managers need to help their team members envision what success looks like for their group. Cast says, “If I were to ask a manager’s various team members to name 1) their department’s top two objectives for the quarter and 2) the metrics by which they are measuring those objectives’ success, would they all say the same thing to me? If the answers I’d get back are different, then that manager isn’t communicating their priorities clearly.
“You need to know that your team members are all aligned on what’s critical to accomplish for the good of the team,” Cast says.
As for communicating with individual team members, Cast sees this as an essential part of coaching and development and suggests organizing each one-on-one meeting into three parts: performance indicators, progress on initiatives, and people.
So, in an hour-long meeting, the first 20 minutes might include a review of the performance dashboard agreed upon at the beginning of the quarter or year. The second 20 minutes would be a conversation about progress on key initiatives, focusing on resource needs and any barriers the manager may need to help lower in order to complete the initiative on time. The final 20 minutes would then be dedicated to personnel moves, opportunities, and issues, including the team member’s own career development.
Cast suggests that managers ask direct reports to come prepared to each meeting with a one-page summary of updates from these discussion topics. “I always write all over that piece of paper in the meetings as we talk,” he says. “Then, I later I pull those sheets out when I am working on performance reviews. They are a good way to remind myself of what was accomplished over the course of the year. I’m able to see things that they did really well, as well as things they weren’t able to accomplish.”
Take Ownership of the Process
As the people responsible for goal setting within the organization, managers should always be thinking about how they will measure success—and how they will hold their teams accountable for those metrics and timelines. This requires collaboration between the manager and the team members on identifying the best route to those goals.
“Average managers think their job is to stay in their lane and facilitate the execution of initiatives. Great managers do that, but they also scratch their heads and say, ‘Is there a better way to do this? I’m going to look into that,’” Cast says.
For a manager, simply stating that sales goal isn’t going to help you or your team reach it. Holding people accountable starts with outlining all the steps you will take to get there, including clearly defining both the critical “leading” and “lagging” measures of that goal. Cast notes that while both types of measures are important, leading measures tend to be more actionable.
“If a team’s goal is $50 million in sales, a lagging measure of that goal might be the number of new customers you acquired that quarter,” Cast says. “A leading measure would be anything that impacts that customer acquisition, for instance, the number of software demos that each sales person executes. Then the whole team can be accountable by, say, working to run five demos per salesperson per week.”
Get Involved and Add Value
Of course, strong managers are not simply process facilitators. Most have technical expertise within the area their team is operating. So to get the most out of their teams, they have to know when to get directly involved. This might mean stepping in at a time when the team is struggling, or taking the lead on an important initiative related to their personal area of expertise.
“Great managers roll up their sleeves and work alongside the team when necessary,” Cast says. “The more you understand your team’s work, the better you’ll be at analyzing and improving it. And the best way to understand it is by diving in and doing it.”
When he was the president of a division of Walmart, Cast arrived early to a national meeting of store managers. Employees were busy setting up displays in a full-scale store that was being assembled inside the Kansas City convention center. When he walked through the simulated Walmart store, he noticed that the merchandising team had fallen behind in assembling a set of display racks for new products.
“The more you understand your team’s work, the better you’ll be at analyzing and improving it. And the best way to understand it is by diving in and doing it.”
— Carter Cast
Being a good manager is all about running the show while producing effective results. You are not only seen as a leader but are also expected to be fair and approachable. For many managers, their duties are limited to getting the work done, however, how you get the work done is equally important and one cannot learn to do so overnight. One of the primary duties of a manager is to keep the performance of employees at a high level. Indeed, much of what a manager does will affect the productivity level of the employees he or she supervises.
There are four general techniques that have a great effect on the productivity of an employee. They are:
Coaching is the ongoing, informal training and encouragement that a manager gives employees on a regular basis. It confirms to the employee that he or she is doing well and gives him or her confidence to continue the behavior. It most often takes place while the employee is working.
Feedback occurs when managers provide specific information to employees to let them know how well he or she is performing. This frequently takes place while the employee is working or when he or she has just completed a task.
Counseling should be conducted in private, away from other employees. Managers who counsel employees show them what they need to do to improve performance.
Discipline are the actions a manager takes to help employees follow the company’s rules. It is often a last-resort technique implemented when employees break rules or as a precursor to termination.
Skills of an effective manager
Not everyone is a born leader, but being aware of these qualities and working hard at them is certainly a key step towards developing your skills as a more effective manager:
1. An effective manager understands the value of employees
Bosses need to appreciate the role employees play in the organisation and the contribution they make daily. By underestimating the effort put in by staff members and the value they add, this can lead to unhappy, demotivated and under performing staff. It could even lead to a higher staff turnover rate.
2. You express gratitude
An effective manager should always show their appreciation to staff for a job well done. A simple ‘thank you’ can make a big difference to many employees, but where possible, provide positive feedback too. Expressing gratitude can help develop loyalty, boost motivation and productivity within your team.
3. You communicate clearly
It’s important for employees to understand what is expected of them. As an effective manager, it’s your job to communicate clearly with workers on a one-to-one basis, or as a team, to ensure everyone knows what they’re meant to be doing.
4. You listen effectively
As a manager, you need to be able to listen to what your employees have to stay. This could be a work matter, or something more personal. Either way, it’s important you’re available to staff and are willing to listen and support them in any way you can.
5. You make decisions
A team of employees is ready to follow your lead, but they need to be given appropriate direction. Therefore, an effective manager needs to be decisive. Otherwise, your staff may find themselves left without knowing what to do next.
Being a good manager can be a challenge sometimes and in order to succeed in this position, you must realize that your success is directly dependent on the success of your team. So go on and motivate your subordinates as happy workers bring more productivity and respect to their manager.
One of the most important aspects of being a good manager is communication. Managers experience several communication challenges, such as misunderstandings and assumptions, that decrease the quality of employee performance and create performance gaps. To avoid communication gaps, managers should not assume that employees know what the organization expects them to do. Instead, they should explain the requirements of different tasks clearly and guide employees accordingly.
Poor communication facilitates the development of negative attitudes in employees, which leads to poor performance and low productivity. On the other hand, proper communication creates a positive attitude in employees, which strengthens their relationship with their managers. According to Zemnguliene, effective communication involves the passage of messages that clearly stipulate an organization’s expectations of employee performance and behavior.
A manager should develop appropriate ways of communicating with employees. Such methods should facilitate communication of concise, clear, and informative messages to employees. An important aspect of communication is feedback. A good manager allows employees to give feedback in order to ensure that communication is effective and serves the intended purpose. Managers should strive to give clear and concise guidelines and directions to employees regarding the completion of tasks. Otherwise, communication gaps emerge.
An important aspect of good communication is behavior formation. Daniels and Daniels argue that proper communication leads to the development of a positive attitude towards task completion, which enhances the performance and achievement of goals. Chaiken and Maheswaran reiterate the importance of effective communication by arguing that clear and concise communication between managers and employees creates trust and empowers employees to complete tasks without communication gaps.
The importance of attitude development is evident from the discourse of Jeff Johnson, who argues that task performance and contextual performance are important measures of employee performance. As such, it is the role of a manager to give clear guidelines that facilitate effective execution of tasks and the development of positive attitudes that increase organizational value. Communication facilitates the achievement of results, motivates employees, facilitates the development of positive attitudes, and gives an organization a competitive advantage by increasing its organizational value.
Poor communication causes misunderstandings, conflicts, stress, absenteeism, burnout, and high employee turnover. Each member should fully understand his/her role in the process of achieving organizational goals in order to avoid conflicts and misunderstandings at the workplace. Good communication eliminates barriers to high performance by creating communication satisfaction. Three important aspects to consider when analyzing the effect of communication on performance include supervisory communication, feedback, and communication climate. These aspects determine employee motivation, performance, and employee retention. Good managers should be considerate, compassionate and should be good communicators.
Quality of organizational communication has several implications on the role of managers in the achievement of organizational success. First, it determines employee turnover and retention. Managers should possess knowledge of the importance of proper communication and its effect on the achievement of organizational goals. The importance of effective communication is reiterated by Malcolm X, who defined communication as a process of exchanging thoughts, feelings, and ideas between people based on the concept of understanding. Mangers have the responsibility to ensure that messages reach recipient s in forms that are clear and easy to understand.
One source of the communication gap is the diversity of employees. A diverse cultural team possesses different linguistic forms, language perception, cultural and historical presumptions, and varying interactive routines. To overcome these communication barriers, managers should strive to develop communication strategies that encompass the diversity of their teams.
To be effective, managers must do two things well: (1) achieve their targets and (2) make the best possible use of all resources. The second criterion is complex and needs to be examined closely.
First of all, we need to recognize that management has a vital role to play. Since the early 1980s, management has had a bad image. Managers are described as controlling, lacking in creativity and task oriented. Conversely, leaders are seen as path breaking, inspiring and people oriented.
We need to dispel this image by recognizing how it arose. When the Japanese started to be successful in the West during the 1970s, there was a great hue and cry to replace managers with leaders. Previously, we talked about management styles such as people oriented versus task oriented, but now leadership was handed the good guy styles and management was condemned to the bad guy role.
We need to restore management to its rightful place alongside leadership as a driver of organizational success. Management can be defined as achieving goals in a way that makes best use of all resources. Management is not just the territory of managers. Employees manage themselves when they take an MBA to develop their career or invest money for their retirement. They also need to manage their time and talent to get their work done effectively.
Management is value neutral: even criminals can manage well. It is also style neutral. Effective managers tailor their style to the situation. Managers have more resources than other employees but the process of management is the same. It’s about getting things done in a way that adds the most value or achieves results in the most efficient manner. Managers, not just leaders, need to be good with people.
Getting the Most Out of Yourself
Management, like investment, is about achieving the best return on money, people, time, or other resources. Effective managers challenge themselves regularly with questions such as the following:
- What is the best use of my time today?
- How can I add the most value in this situation?
- What is a better way of getting this task done?
- How can I make better use of the people reporting to me?
- How can I achieve greater profitability?
- How can I get greater mileage out of my partners?
- How can I make better use of my boss’s talent and time?
- What 20% of my efforts are yielding 80% of my output?
It is easy to get caught up in busy-work without analyzing whether we are getting the best return on our time, experience and talent. The urgent takes priority over the important, so we aren’t as strategic about ourselves as we need to be.
We would regularly review our financial investments to get the best return on our money. Why not on all resources at our disposal?
Getting the Most Out of Others
The key to managing employees effectively can be simply stated as helping them meet their needs in a way that also meets the organization’s. This way of putting it zeroes in on the needs of individual employees and how to align them with business goals.
Questions to assess effectiveness in getting the most out of people include:
- What potential does this person have that is not fully realized?
- Am I doing too much for employees, spoon-feeding them?
- Am I challenging them to think for themselves as much as I could?
- Am I doing enough to foster ownership in others?
- Am I doing enough asking or am I mainly telling and selling?
- Who can I expose this person to for development purposes?
- What tasks would most develop this person?
- How can I measure this person’s developmental improvements?
- How well am I enabling these employees to manage if I weren’t here?
These questions should encourage managers to see themselves as catalysts, facilitators, enablers and developers of others. Too many managers want employees who are sufficiently competent and motivated that they only have to manage by exception, to jump on mistakes. Wanting to focus on “more interesting” work indicates a preference to DO things rather than wanting to manage.
The popular book, First, Break all the Rules, says that effective managers make sure that employees know what is expected of them. But this advice is too simplistic for all employees. It is appropriate for new employees and those whose work is not very knowledge-intensive. The risk of telling employees clearly what is expected of them is that they might limit themselves to these guidelines, thus not take much initiative, not think for themselves and not feel enough ownership for their work.
More experienced employees, especially those in knowledge-intensive roles, should be encouraged to think like independent businesses, thus constantly searching for other ways of adding value for their internal customers, especially their manager. Getting employees to think for themselves is essential if they are to manage successfully in your absence or to feel a comparable degree of ownership to that which you feel.
The metaphor of the organization-as-person means that the “head” thinks and the “hands” do. Managers who do too much thinking for their employees will have nothing but “hands” who don’t do much thinking for themselves. If in doubt, always try asking employees: “What do you think?”
This article was published in The Canadian Manager, Fall 2011.
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Well, the first thing you should do before having the conversation with your boss is figure out whether you’re actually qualified to lead. And no, I’m not denying that you’re doing a great job now.
It’s just that there’s a big difference between doing well at your current role and being a good boss. And you won’t be surprised to learn that great management really starts with soft skills—a.k.a., the skills you may not work on as much in your everyday job. You need to know how to work with diverse opinions, inspire others to be productive, and handle difficult situations that pop up out of nowhere.
But like anything, soft skills can be learned. You just need to know the right courses to take.
1. Achieve More in Less Time Using SMART Goals, Udemy
What does SMART stand for? And how can it help you lead a successful team (and prove to your boss you’re the person for the job)? This short course will help you set goals, juggle your workload, and reach new heights.
Length: 31 minutes/ 10 lectures
2. Conflict Resolution Skills, Coursera
Managing isn’t all fun and games. Sometimes, you’ll be stuck between two fighting employees, or have to resolve a client issue, or have to put out a fire you never saw coming.
Note: This is free to audit
Length: 3 weeks/ 3-4 hours a week
3. Productivity and Time Management: Get More Done, Skillshare
You may have a handle on your work now, but when you have assignments to complete and people to manage, you have to be a kick-ass time manager. This quick class will help you not just get stuff done, but also teach you how to prioritize so you can get the most important stuff done.
Length: 30 minutes/ 8 videos
4. Conquering the Fear of Public Speaking, Udemy
Sure, not every manager has to stand in front of the entire company and pitch their project. But, you do have to know how to speak in front of your team during meetings. Get over your fears and learn how to confidently share your ideas in this simple course.
Length: 38 minutes/ 8 lectures
5. What Great Leaders Do, Alison
Curious what it takes to be a well-respected manager? This class will cover the common habits of successful leaders, as well as those that prevent you from performing at your best.
Length: 1-2 hours
6. Mentor for Impact—Start Mentoring, Udemy
Even as the boss, you’re not just there to boss people around. Every good manager acts as a mentor for their employees to help them succeed. If you want to be that kind of role model, this class is for you.
Length: 56 minutes/ 12 lectures
7. The Manager’s Toolkit: A Practical Guide to Managing People at Work, Coursera
Who says you need to have the title to train yourself to be a great manager? Get ahead of the game with this in-depth toolkit, covering everything from motivating a team, to resolving conflict, to making hard decisions.
Note: This is free without certification
Length: 6 weeks/ 1-3 hours a week
8. Leading With Effective Communication (Inclusive Leadership Training), edX
Knowing how to foster an inclusive culture within your team can make you really stand out as a leader to your boss. Learn how to incorporate the “Empowerment, Accountability, Courage, and Humility” mindset in this course and you’re sure to inspire everyone to be their best selves.
Length: 4 weeks/ 1.5-2 hours a week
9. Communication Skills—Persuasion and Motivation, Alison
As this course suggests, persuasion is very different from manipulation—and great bosses prefer the former. You’ll learn how to use persuasion to negotiate in business or present to your team, as well as how to motivate others—as well as yourself—to do their best work.
Length: 2-3 hours
10. Self-Confidence: 40-Minute Confidence and Self Esteem Guide, Udemy
Finally, the only way you’re going to become a great manager is if you believe in yourself. If you need that extra confidence boost, this free course will give you the self esteem you need to become the leader you (and your boss) dream of.
I've been very close to being a manager before and I feel any chance I get, I don't do a good job. I feel that I'm getting another chance again soon and I want to make sure I know what I should do to be a better manager.
Here's a little about me. I'm 23/m I struggle to have anyone respect me. However, I've never had a "manager" title. Is it too much to ask someone to help me with something or ask them to do something for me as a coworker? Or is it just my age that they don't want to listen to me? OR, am I being bossy?
That's my main problem. I feel, but I don't have any way to be sure.
What do you look for in a manager? What's your favorite manager and your favorite thing about them? I want to better myself.
Edit: I guess I should mention, I'm in a small company with around 10 people including myself.
As a manager your job is to work for your employees. When I say that what I mean is that they come in to work to provide for their families and it's YOUR job to keep the business running smoothly and efficiently so that they can keep up their responsibilities. The better you are at your job the less necessary you will become because you're building systems that run well whether you are there or not. You must learn to delegate and think strategically.
As someone who has been a manager and has had great managers in the past. I highly recommend taking some business or management classes. The best leaders aren't overly aggressive or bossy. They practice theory y management style. (Google it. I recommend.) I've also got some leadership experience from my time in the military as an Non commissioned officer and troop. I understand the hesitation when it comes to taking charge and establishing yourself when you aren't in a manager/subordinate relationship with your peers. Rather than simply telling your coworkers what to do, it will go a long way to simply ask your coworkers assistance. Identify what needs to be done, facilitate communication and collaboration among members. Don't be afraid to take your coworkers to the side or set up informal meetings to discuss the objectives and seek their input on the path forward while providing your own recommendations.
Good idea, I feel I may need to focus on being less aggressive as I have no filter and sometimes that can very easily come off as aggressive.
Go to r/antiwork and do the opposite of what the managers do there
Actually not a bad idea haha
I would look for someone who’s fair and unbiased. Someone who ensures safety and well-being of the staff.
Like if someone says ‘hey so and so is making inappropriate comments’
I would want it to be taken seriously.
I'd like to think that situation would be one I'd be sure to handle very seriously. Harassment of any sort is not okay anywhere.
Ideally a good team and manager’s top priority is to get the work done. Most people who work jobs want to feel like they are getting things done well and efficiently and not having their time wasted. Be polite, and work to build a clear idea of all the working parts of whatever you are running. Then delegate as much as possible. Get to know your staff and what their strengths and weaknesses are. Try and give people things to do that they are good at and enjoy where possible. Be sensitive and polite; dont be a twat unless absolutely necessary.
They also want their work not to be too stressful or to impede the rest of their lives any more than necessary. If you’re in charge of shifts, get them done sooner rather than later, so that everyone knows well in advance when they are needed in, so they can plan the rest of their lives around it. Honestly this is the single most common complaint I have encountered around managers.