As manager and experienced management consultant , I have seen a number of management problems. Here are some tips to help you with some of the most common questions.
1 . The conflict in the workplace. Are there members of your team is constantly provoking each other and complain that others work and behavior ? You must resolve before it turns and begins to have an impact on the rest of the staff in the office. Try to book a meeting with the two in a neutral place that is not broken. Give them each up to 10 minutes each to say why they think it is a problem, and what they can do about it . This is not what the other person can do. No interruption, but no overtime . Then provide them to agree on a settlement. Make suggestions if necessary, but do not tell them what to do. No one leaves the room until it is done. Consider having someone neutral to facilitate this session for you.
2 . Management of poor performance. Do you have a staff member who begins to lose its objectives? Sit with them first in a quiet place and try to understand if they realize they are not hitting their targets and b - what they think is right. Be willing to listen - even if you disagree ! There may be all sorts of reasons why they are not aware that you, you can contact . The short-term objectives to be considered together to see how things are getting better are marked .
3 . Delegate . Do you find yourself working late at night, and you can not finish the job ? To delegate effectively, you must accept that other people will not do the job the same way you would. The key is to be clear about what you want the result to be , but not how . Make it clear that you are available to help, but need to find the best way to do it themselves . It is the job is essential , okay some intermediate control points , eg first draft of a document or plan . If necessary , give them more time if you are inexperienced . But resist the temptation to do it for them , or they will never learn and work at night forever.
4. New team. You've been promoted ( or moved ) to manage an established team , you do not know . The key is to get to know his new team - their strengths, skills, preferences, etc. to take a neutral place to discuss together to get to know them as individuals , and , if possible, meet with each individually too . Your first goal is to build confidence and restore a dynamic team. Ask any very clear communications. Be prepared to flex your style a bit to what works with this particular team .
5. The newly promoted manager . You know very confident as a team member , but you do not know if your manager and a leader . Do not think that this is a battle ! Clear goals and objectives for all , be consistent and say thank you often .
6 . Management training . In the current economic climate , you may rightly ask my employer to pay for a training program? The best way is to treat it as a business proposition and make a business case. Explain what you will do differently / better because of the way of training. Also, do not assume that formal training is the only type of training. For example, you could do an online course in collaboration with a colleague on a project, be a mentor, prepare a speech , etc. Think creatively .
7 . The use of jargon. He was told by managers in another department that I use too much jargon and do not always understand what I mean. Jargon is a shortcut used by people working in the same area . Familiarity with the help of the short-circuit communication with other doing similar work . However, once you have to communicate with someone outside your region , jargon becomes a language that others do not understand. If they do not understand you, they will not appreciate what has been done correctly. Communication is a two way process , so use the best language I can to be understood by the person speaking .
8 . New ideas. Do you think your ideas never seem to go anywhere because of the bureaucracy and risk aversion ? One way is to take a business problem that was exhausting people's minds for a while , and run a small workshop with some members of the creative team . Implement the best solution and success know . In my experience , only a demonstration of the benefit is enough to convince risk aversion .
1 . The conflict in the workplace. Are there members of your team is constantly provoking each other and complain that others work and behavior ? You must resolve before it turns and begins to have an impact on the rest of the staff in the office. Try to book a meeting with the two in a neutral place that is not broken. Give them each up to 10 minutes each to say why they think it is a problem, and what they can do about it . This is not what the other person can do. No interruption, but no overtime . Then provide them to agree on a settlement. Make suggestions if necessary, but do not tell them what to do. No one leaves the room until it is done. Consider having someone neutral to facilitate this session for you.
2 . Management of poor performance. Do you have a staff member who begins to lose its objectives? Sit with them first in a quiet place and try to understand if they realize they are not hitting their targets and b - what they think is right. Be willing to listen - even if you disagree ! There may be all sorts of reasons why they are not aware that you, you can contact . The short-term objectives to be considered together to see how things are getting better are marked .
3 . Delegate . Do you find yourself working late at night, and you can not finish the job ? To delegate effectively, you must accept that other people will not do the job the same way you would. The key is to be clear about what you want the result to be , but not how . Make it clear that you are available to help, but need to find the best way to do it themselves . It is the job is essential , okay some intermediate control points , eg first draft of a document or plan . If necessary , give them more time if you are inexperienced . But resist the temptation to do it for them , or they will never learn and work at night forever.
4. New team. You've been promoted ( or moved ) to manage an established team , you do not know . The key is to get to know his new team - their strengths, skills, preferences, etc. to take a neutral place to discuss together to get to know them as individuals , and , if possible, meet with each individually too . Your first goal is to build confidence and restore a dynamic team. Ask any very clear communications. Be prepared to flex your style a bit to what works with this particular team .
5. The newly promoted manager . You know very confident as a team member , but you do not know if your manager and a leader . Do not think that this is a battle ! Clear goals and objectives for all , be consistent and say thank you often .
6 . Management training . In the current economic climate , you may rightly ask my employer to pay for a training program? The best way is to treat it as a business proposition and make a business case. Explain what you will do differently / better because of the way of training. Also, do not assume that formal training is the only type of training. For example, you could do an online course in collaboration with a colleague on a project, be a mentor, prepare a speech , etc. Think creatively .
7 . The use of jargon. He was told by managers in another department that I use too much jargon and do not always understand what I mean. Jargon is a shortcut used by people working in the same area . Familiarity with the help of the short-circuit communication with other doing similar work . However, once you have to communicate with someone outside your region , jargon becomes a language that others do not understand. If they do not understand you, they will not appreciate what has been done correctly. Communication is a two way process , so use the best language I can to be understood by the person speaking .
8 . New ideas. Do you think your ideas never seem to go anywhere because of the bureaucracy and risk aversion ? One way is to take a business problem that was exhausting people's minds for a while , and run a small workshop with some members of the creative team . Implement the best solution and success know . In my experience , only a demonstration of the benefit is enough to convince risk aversion .
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