Congratulations! You scored that big promotion and have moved up from the world of prospecting and sales quotas. You now have the nice office with the large desk-and all the managerial responsibilities to go with it. But just because you were a star seller, it doesn’t mean you’ll automatically be a star manager too. And, sadly enough, many organizations don’t provide their newly promoted managers the proper training-even though one could cost them as much as one million dollars in lost productivity.
Do organizations realize this?
With the number of people now being laid off, there’s a good chance that you may have a new boss. At the very least you’re likely to know someone who has a new boss, or perhaps you have just taken on a new management role yourself.
What influences the relationship between the new boss and the group? Do these influences impact the performance of individuals or the entire group?Read More
© Hardwired Humans
Mostly from painful experience, business leaders learn that change management is a critical skill. The fact that 70% of change initiatives fail indicates that change is complex and risky. But it doesn’t have to be that way-if we manage change in the fresh light of hardwired human behaviour.
A current situation facing an organisation I know raises the issues that occur in most change situations. What would you do to manage the human dimension of the business change outlined below? And how can the knowledge of human instincts help you predict the human response and manage the change successfully?
Why do many change management initiatives fail? The recent US presidential election gives some clues for success.
Much of the press focus over the election of Barack Obama to US president, has rightly, been the “hope for change” that his new policies will bring. But for managers, there has also been a great lesson in the lead up to the inauguration – the smooth transition of power from the outgoing to the incoming president.
This is a change management process that seems to have succeeded where many change management initiatives fail.Read More
Creative management – it’s about making existing things work.
The financial crisis and the ever-increasing rate of unemployment highlight the need to foster creativity and innovation. But before you expect employees to be innovative, managers have to develop their own creative management mindsets.
There was a nice story in the press last year (Dallas Morning News March 2, 2008) about a 78 year old scrap metal worker, N.L. Jones. Given the opportunity to apply his creative talents to scrap metal and wood, over the last decade Jones has turned this useless material into thousands of bird houses. And in the process, created a new product and market for his employer.Read More
Improved performance through effective coaching should be the goal for all managers.
As a trainer, turning managers into coaches is a real challenge. We’d probably all like to think that all managers can become coaches – but can they?
There are perhaps three reasons why it is extremely difficult for managers to become coaches:Read More
Becoming a good manager takes time and patience.
It’s great when we get some initial training, but that doesn’t always happen. To start, check your current status as a manager – how effective are you now? There are many self checklists available. I have included one on page 64 of “What To Do When You Become The Boss”. Also consider having a 360 profile completed. Once again, there are many good ones on the market – you can see one at http://www.whenyoubecometheboss.com/articles/360Review/ that you can do for a very minimal cost.Read More
Young managers face a challenging time. They have the enthusiasm and motivation, but may be seen by others as lacking experience. How does a new manager overcome this perceived lack of experience?
Dear (please put your name here …………………..),
If you are a young manager, perhaps recently graduated, then there’s a good chance you are intelligent, confident and ambitious – keen to make your mark in the world. Chances are also high that you have high expectations of both the job and the organisation, and that you are quite independent.
Five pointers for sharing the leadership role …
Of all the things that have changed over the last few centuries, and particularly the massive amount of change experienced during the last 100 years, the one constant that remains is the need for good leadership.Read More
It takes less than 3 seconds to evaluate the other person based on their appearance, body language, demeanor, mannerisms and dress. What’s your impression?
I once worked with a young bloke named Neil. Neil was bright, energetic and well presented. There was only one detracting feature about Neil when you first met him – his handshake. Shaking hands with Neil was like holding a wet fish – limp and squashy. My boss at the time, Kendall Smith, was a very perceptive person.Read More
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