Management is tough and determining what the role for the promotion and hiring requires will ensure that the right person, at the right time, with the right skill set, with the right current capability needs will make your job as manager easier.
Ensuring that those in managerial leadership are effectively exercising their responsibility to manage staff is a key accountability. Here are 4 Questions to consider about key systems and processes that all managers must ensure that every one of their subordinate managers are doing consistently and effectively. No manager is exempt from doing these things.
If you wait too long the problems are viewed as being Okay or just part of the work. In order to change this a Coaching Underperformance talk needs to happen. This discussion must include your contribution to the error.
The main point is the particular traits have little effect upon a person’s in-role leadership work, UNLESS the traits are so far extreme or unacceptable that the person lacks control to keep from disturbing their working relationship with others.
Managers are evaluated on their ability to achieve goals. The foundation of EVERYTHING within your team returns to the the managers ability to plan how to achieve these goals.
More complex goals will require delegation to subordinates to complete tasks within the larger goal. Effective managers have discussions and a method for delegating;
Opportunities tend to find those who are looking for them, and when an opportunity comes and you think that you will be able to grab it…then it goes away – how you are able to move on and stay positive is a challenge. Here are some things to think about;
Framing and determining facts that belong to the tasks being performed can be expressed through language, and that is all we can comprehend. Good or bad intent, behaviors we cannot have access to.
The line “…he lives eternally who lives in the present.” is the inquiry this week;
“When someone else is talking about what they learned and how they can apply it. SHUT UP! and let them speak. Your solution and ideas mean NOTHING to the person speaking. We all have to apply lessons through our own context. Your context means nothing to me.”
Examining the Main Useful Function will solve problems and break psychological inertia that comes from not knowing. Once people, organizations, leadership can chart and explain the Main Useful Function of what they do, to those they do it too-then insights into innovation and improvement can be made.
“If a question can be put at all, then it can also be answered.”
The questions created around goals, decision making, planning, delegation, task evaluation, etc… all refer to the task established to be completed. The questions radiate the ability to work to your capacity to complete the tasks. Then ensure that tasks that are delegated are completed in the highest capacity to the person assigned to work.