Being a leader-manager can be an “iffy” proposition. Four “ifs” to begin with. If you are controlling your work group, rarely leave your department, constantly micro manage all processes to check what the staff are up to, constantly defining what a ‘good’ job looks like, stipulating standards, insisting on a rigorous regime of task methodology… Continue reading »
Oct
11
Why Managers Particularly Young Managers Should Join Rotary
Sometimes doing what you’re told works out well in the long run. I only joined Rotary because the chief executive of our company insisted on it. I still remember the excitement of being appointed to my first branch management position way back in the early ’80′s. One of the things that came as a bit… Continue reading »
May
22
SO WHAT ELSE CAN ANTS TELL US ABOUT LEADING & MANAGING Part 2
Recent economic woes must teach us all that the quality of our management and in many cases the weak and unethical behavior of some of our renowned business leaders means we need to get back to some basic principles. Some basics of business and some more ant antics… OUTPUT QUALITY. Another ant variety, ‘Rattue’, can… Continue reading »
Apr
18
Managers as Leaders: How to Find a Candidate for Promotion
A number or organizations I have consulted/worked for have tended to appoint the most technically competent staff member to the role of manager. If this procedure is followed often the best salesperson (as an example) will become the sales manager. The downside risk of this approach alone is that you can lose your best salesperson… Continue reading »
Feb
23
WHAT DO MANAGERS DO AND DO YOU REALLY WANT TO BE A MANAGER?
Many individuals I train are making the move from technical expertise (engineers) to becoming mangers where their technical powerbase will be less relevant. This involves a large amount of retraining and education and for some it’s a very daunting decision. So what do managers do and what are the pros and cons of taking a… Continue reading »
Oct
23
Twenty Habits to Cultivate to be an Effective Leader Manager
A few thought starters to help us function more effectively as leaders and mangers: HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In… Continue reading »
Oct
15
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 3
To continue… In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of… Continue reading »
Oct
12
THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS – ONE
The nature of management responsibility at work is rapidly changing and traditional methods of measuring effectiveness are no longer adequate. Performance now needs to be viewed from a totally new perspective. In a TRADITIONAL organization management was responsible for monitoring and checking work of subordinates, i.e. checking on efficient levels of ‘inputs’… raw materials, staff… Continue reading »
Oct
05
OCC staff: Its not Me and Pauli its Pauli and I Interpersonal Relations and Leadership
Yes well perhaps it just modern speech in the case of OCC staff… or is it maybe a verbal symptom of a very selfish attitude… me first, me first… Three more desirable personal competencies for modern leadership, or for just being a better team member for that matter! INTERPERSONAL UNDERSTANDING A) Shows respect and concern… Continue reading »
Sep
30
Three Leader Behaviours for Competent People Oriented Management
DEVELOPS OTHERS A) Creates and provides opportunities to allow staff to invest the appropriate amount of time to ensure personal development. B) Uses the Performance Management System to cultivate and develop employee talent. C) Actively undertakes personal development discussions with subordinates and encourages them to participate in appropriate learning activities. D) Analyses individual strengths, weaknesses,… Continue reading »
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