HOW GOOD OF A MANAGER ARE YOU?

1. HOW GOOD OF A MANAGER ARE YOU? ASSESSMENT TOOLS/RESOURCES IMPLEMENTATION STRATEGIES Mickey Stone

2. WHAT TYPE OF MANAGER ARE YOU? AUTOCRATIC DEMOCRATIC - Top down - Bottom up - Dictate - Realistic - Reactionary - Participative - Bottom Line - Supportive - Stand Off - Humanistic

3. WHAT TYPE OF MANAGER ARE YOU? - Empowering - Profit Minded - One Minute - Combative/opposite side always - Direct first listen second - Architect - Sergeant - Behind closed doors - Via email - Coach

4. ASSESSING YOUR PERFORMANCE MANAGEMENT EFFECTIVENESS

5. Handout • Do you Communicate Effectively? • Do you Create Good Rapport? • Do you Eliminate Contributory Factors? • Do you Take the Time to Motivate? • Have you Instituted Helpful Mechanisms and Systems? • Personal Case Scenario

6. BEST PRACTICES FOR MANAGING • Leadership • Effective Communication • Active Listening with 1 Minute Managing • Feedback with Strategies as Needed • Trust, Empowerment and Positive • SMART

7. OUR BEST PRACTICES

8. MOST COMMON MISTAKES MANAGERS MAKE

9. Managers are above the actual day to day work of their area of management Co-workers do not want to see a leader walking around a business barking orders. The effective manager will treat co-workers like valuable resources and they to understand the trials and tribulations of living paycheck to paycheck and strive to meet the goals of the business. The effective manager is selling the idea that everyone is in the same boat; targeting goals, working together and achieving their mission.

10. Exuding a non-caring attitude to individuals and situations The worker figures out from the quality of all this support whether or not the boss cares about the worker. In addition, whatever that standard for caring is, the worker turns around and uses it to treat the company's customers and other people in the workplace including bosses in the same manner.

11. Lack of honesty and stretching the truth The boss states that a particular tool or piece of equipment is adequate while the worker knows this is not true, the worker assumes that the boss knows better and thus concludes that the boss is being dishonest. The message is that a low standard for honesty is OK. "If you can do it so can I" takes over from there. The workers will disclose most if not all problems if you listen to them. And by the way, if most of them line up against one particular thing, rest assured that thing requires major fixing

12. Not listening to their consumers and employees Poor listening is the key to inferior leadership? Leadership can send messages by simply going out and listening to employee complaints and suggestions about how you support them. Once you find a situation correct or change that condition and do it to the reporter's satisfaction. This corrects the problem thereby making the worker's job easier, corrects your poor leadership from leading others toward other than very high standards and provides living proof that you really care about your people. This process of detection and correction teaches workers how to solve problems, how to treat customers and how to use value standards in the workplace.

13. Employ interactive leadership: Reading your people • Listen to their complaints and suggestions • Accepting their complaint • Apologize for the issue • Voice tone • Facial and body expressions • Regain their trust • Employ corrective action together (Specific, Measurable, Attainable, Realistic, and Timely - SMART)

14. WHAT DO YOU DO WELL? • What are some of your biggest accomplishments to date?

15. WHAT DO YOU STRUGGLE WITH? • What are some of your failures or areas that you feel you are below the bar?

16. CORRELATE • Do any of your accomplishments correlate directly to your management strengths and the skills you perform well? • Do any of your failures correspond to any of your avoidances or procrastinations?

17. Scrutinize areas of failure or unmet goals Was it due to: • Skills/knowledge or the need for additional training? • Way it was communicated and the maintenance of your goals? • Available resources? • Someone managing down (micro)? • Personnel? • Lack of active involvement on your part?

18. Tools & Resources • Assessing Your Performance • Disc Behavioral Scavenger Hunt • Marston’s Model • Disc Conversational Identifier • Disc Personality Profile • Feedback Tips • Managing Difficult People • Implementing SMART • Four Stages of Team Development/Motivation • Tools for managers

19. Implementation • Designate areas of needed improvement/prioritize • Brainstorm with group • Designate Pathway • SMART • Utilize any or all the tools needed • Active Management of the Plan

20. HOW TO MANAGE UP • In the Loop • Consistent Performance • Communication • Style • Receiving • Amount • Timing • Making their job easier-The Bridge • Knowing when they will approach you • Your Case Scenarios

21. THE SNOWBALL EFFECT • Take one idea & implement by • One more by • Nothing ventured nothing gained

22. THANK YOU! Program Design & Facilitation for: Training Education Assessment Management Mickey Stone 860 Texas Hill Road Huntington, VT 04562 (802) 434-4152 Cpage3@aol.com