Great Manager (CONT’D FROM PAGE 20)
The Perfect Combo Get Peak Performance From Your Equipment with Matched Component Sets
ended question such as “How do you feel you’re doing?” That provides an opening for the individual to express anything bothering them about their work experience. The manager can then follow up with a statement such as “You know what? I've noticed the same thing.” The manager should provide specific examples of where the person has fallen short, including dates, times, and numbers where possible. “Ask what you can do to help them get back on track,” said Goruk. “Develop a game plan: What steps can they take to resolve the prob- lem? And when will you have a follow-up meeting to as- sess progress?” 9. Do you resolve conflicts in a productive way? Organizational change often leads to workplace con- flict. Dealing effectively with flare-ups is part of the leader- ship challenge. While most managers would rather avoid the negative emotions that accompany workplace interventions, com- pany profitability requires the maintenance of a smoothly running work environment. “Effective managers need to realize that the ability to address conflict is a core competency that they must de- velop,” said Pete Tosh, Founder of The Focus Group, Ma- con, Georgia ( thefocusgroup.biz ). Effective managers learn the skills required to help em- ployees deal with disagreements. That means directing the involved parties to reach realistic resolutions, casting light on perspectives and ideas that can improve business performance. “Focus on solutions, not the problem,” advised Tosh. “Concentrate on commonalities, the future, and negoti- ation, rather than on differences, the past, and emotion. Emphasize process, not content.” 10. Do you behave in a professional manner? Titles empower obedience; behavior earns respect. “A leader's actions are far more important than their words,” said Tosh. “People listen to talk, then watch the walk.” A manager’s words and actions must be consistent in order for them to be believed. And they must also con- form to the company policies and practices that have been championed by top leaders. Any deviation from them can create distrust. “When we lead by example, our actions need to be consistent with our words,” said Tosh. “No matter what we say or how we ask others to behave, our actions will al- ways serve as the truest indicator of our priorities.”
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Phillip Perry is an award-winning freelance writer based in New York City and is a regular contributor to Board Converting News. His byline has appeared over 3,000 times in the nation's business press. Reach him at https://www.linkedin.com/in/ phillipmperry/.
The ARChitects of exo
ARCInternational.com 800-526-4569
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February 13, 2023
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