Great Manager (CONT’D FROM PAGE 1)
force Education and Development at Pennsylvania State University. “And a great way to use them is to systematical- ly delegate a manager's duties.” This technique is of particular value for workers who have expressed a desire to get ahead. Rothwell suggests telling such people that the process of delegation is in- tended to help them step up to more responsible posi- tions. Set reachable goals by delegating one or two items from the manager’s job description every year. “Proceed- ing slowly will allow time to coach the worker on effective techniques for mastering each duty,” said Rothwell. 4. Do you challenge employees to set reasonable perfor- mance goals? Employees are motivated to perform well when they have taken ownership of their future. Managers must en- sure that workers buy into any mandated performance pa- rameters. That process begins with a clearly drawn road map. “If we set expectations that are not clearly under- stood, manager and employee will operate on different wavelengths,” said Randy Goruk, President of The Randall Wade Group in Scottsdale, AZ ( leadersedge360.com ). “The manager expects X and the employee thinks, ‘I'm going to do Y.’ Next thing you know you've got somebody not meeting expectations.” Seek assurances that the employee really understands what’s expected of them, advised Goruk. One way to do that is to invite the individual to restate the expectations
2. Do you communicate company priorities clearly? Shared goals energize a business. “Everyone's priority should be the same as the company’s top executive,” said Lois P. Frankel, President of Corporate Coaching Interna- tional in Pasadena, California ( drloisfrankel.com ). “When you talk about your company’s big picture, where it’s go- ing and how the employees can help it get there, that's real leadership.” Inspired by the knowledge of the company’s motivating mission, employees will develop their own creative tech- niques for boosting performance. “People will not be man- aged. They will only be led,” said Frankel. “Too often man- agers communicate how to do what needs to get done instead of letting people do it the way they want.” Good managers also create milestones to monitor progress, added Frankel. They also check in regularly with staff members to share feedback. “Everyone needs to feel that their unique skills are being used and further developed in a way that contributes to the priorities of the organization.” 3. Do you delegate effectively? Delegation is not just about saving a manager’s time and fostering operational efficiency. It’s also about prepar- ing employees for promotion. “Step-up assignments are great tools for grooming people into higher levels of re- sponsibility,” said William J. Rothwell, Professor of Work-
CONTINUED ON PAGE 20
18
www.boardconvertingnews.com
February 13, 2023
Made with FlippingBook Digital Publishing Software