Know your innate qualities - ask
yourself: "Whether I produce results as a decision-maker or an adviser?"
If you are not a
decision-maker, don't take decision-making assignments.
Understand your learning style:
how you absorb information better
seeing, reading or through listening? Knowing your style is the first
thing to know about how you perform. Once you understand which is your
naturally dominant learning style you are in a position to improve the way
you perform. "Don't try to change yourself
it is unlikely to be successful. But work, and hard, to improve the way you
perform. And try not to do work of any kind in a way you do not perform or
perform badly", advised
The awareness of how we do what we
do is the key to self-management and
Study what works for you and for others by practicing
technology of achievement principles in order to realize your true
starts with the self. Aim to be the kind of manager who gets the best
from staff, and who does the best for them.
Consider your values as well as
your strengths, weaknesses, and personality. Carry out a
analysis on yourself. One of the essential values is honesty. If you are
honest with yourself, you will treat other people honestly too. Never work
with an organization whose values are unacceptable to you.
analysis to show you where your strengths and weaknesses lie. Based on this
information, form an action plan. Concentrate on your strengths
and waste as little effort as possible on improving areas of low competence.
Ask everyone who works with you to form and adopt an action plan.
Test your knowledge to develop
your abilities for managing and being managed by considering the following
Do I know what everybody else
Do I know how they perform?
Do I know what they contribute
and what results are expected?
Do I trust the people I work
Do I treat each of them as
Do I know their strengths?
Work towards a positive answer to
each of them. Use "the mirror test" and make sure you pass it. It consists
of one question: "What kind of persons do I want to see when I shave myself,
or put on my lipstick, in the morning?"
For a manager, acceptance of the
status quo is deadly. You must demand honest and continuous
feedback from your constituencies.
Subject yourself to the 360 degree evaluation
process: ask not only your supervisors, but also your employees, customers,
and peers to rate your management performance. Promise anonymity to
encourage honest opinions.
The goal of functional specialists
optimize individual performance within
narrow corridors of their functional expertise. The task of effective senior
managers is to seek to balance the skills and capabilities of individual
players. They must require that their functional specialists forego the
quest for personal best in concert with the team effort. To raise to the
ranks of senior manager, you must forego the quest for personal functional
perfection and take the transformation from a team member of to the
coach, and facilitator of
Smart Business Architect
Systemic Innovation: 7 Areas
Developing people is achieved by
careful, planned and motivational
delegation of responsibility and duty. Trust and know your colleagues.
"Organizations are no longer built on force. They are built on
trust." Rather than
relying on your powers, provide a spur,
use the powers within people.
You also have a "relationship
responsibility" for those with whom you work. It is an absolute necessity
and it is a duty. Personality
conflicts arise mostly because "one person does not know what the other
person does", or how that is done, or its contribution, or the expected
results. Make sure everybody understands what your business is really about
and what is their role and the role of their colleagues in it.
One of the "hot" areas of
personal, professional, and business development is
The coaching is all about helping others to identify and define their
and then organize themselves to attain these goals.
Coaching deals with building an individual's personal skills, from
setting the goals, to
management style to
decision making and
Coaches draw upon a client's inner knowledge, resources and
creativity to help him or her be more effective...More
Helping Every Individual to
Find the Right
Every employee wants to grow and he or she
wants you to help. Recognition through promotion of each person - often to
his or her level of incompetence (The
Peter Principle) – is often not possible in new flat organizations.
Besides, a person's success on one rung does not guarantee his or success in
the rung above – a great salesperson may or may not make a great sales
The manager's responsibility is to steer the
employees towards roles where they have the greatest chances of success.
"Great managers have devised ways to redirect employee's ambitions. They
create heroes in each role. they make every role, performed to a level of
excellence, a respected profession. They create graded levels of achievement
for each role thereby encouraging people to strive towards excellence in
each role. Great managers
link pay with
performance and create broad bands for pay within each role. They also
create overlapping bands of pay to encourage people to assess their
strengths before moving to the next rung on the ladder. This means that a
great salesperson could earn much more than a new sales manager who is yet
to demonstrate performance in his role."5