Dr Peelings Principles Of Management B I Z

  • 1,175 views
Uploaded on

 

More in: Education , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,175
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
4

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1.  
  • 2. Dr. Peeling’s Principles of Management Practical Advice for the Front-Line Manager AUTHOR: Nic Peeling PUBLISHER: Dorset House Publishing, New York DATE OF PUBLICATION: 2003 NUMBER OF PAGES: 257 pages Book pic
  • 3.
    • This book is written for those new managers responsible for directing the bulk of the work at the bottom, where real value for the company is created everyday.
      • Maybe you are managing a team for the first time, and you don’t know exactly how to deal with people.
    • This book offers useful guidelines on handling thorny issues, from sexual harassment and misbehavior, to office sex, and termination. Perhaps people problems are not your area of expertise?
    • This is the book that Dr. Peeling wishes had been around when he was a new manager who needed advice.
    THE BIG IDEA
  • 4. THE GOLDEN RULE OF MANAGEMENT
    • The single most important principle that new, front-line managers will do well to keep in mind is this Golden Rule:
      • You will be judged by your actions, not by your words, and your actions shall set the example for your team to follow.
  • 5.
    • Similar to good parenting or coaching, you need to earn the respect of those you manage, here are the basics:
      • Set high expectations for good performance and behavior
      • Set clear boundaries for unacceptable performance and behavior
      • Confront poor performance and behavior
      • Provide immediate feedback on both desired and unacceptable performance and behavior
      • Impose discipline if behavior remains unacceptable
      • Set a good example with your own behavior
    CHAPTER ONE: Managing People as Individuals
  • 6.
    • Remember, you can only manage people if they respect you.
      • You also need to be a good communicator and make the effort to talk to your staff, and more importantly, listen to your staff.
      • Everyone hates a boss who indulges in long monologues.
    • Always treat people as individuals.
      • People are different, so deal with them in a way that’s tailored to their individual feelings, motivations, aspirations, and personalities.
      • But keep in mind you must remain consistent in the messages you communicate at all times.
    CHAPTER ONE: Managing People as Individuals
  • 7.
    • Other useful tips on managing people as individuals:
      • Find the balance to respecting company confidentiality but giving people information they need to understand the whole picture.
      • When you talk to an individual, make sure you give undivided attention, that means no interruptions from phone calls, or beepers, pagers, and the like. Set a clear time limit to your talk.
      • Do not finish the other person’s sentences. Listen and wait for your turn.
      • Make sure you are interested and give affirmations that you are really listening: make listening sounds, nod your head, or lean forward a bit.
      • Don’t be judgmental or argumentative
      • Think about how the other person perceives things
    CHAPTER ONE: Managing People as Individuals
  • 8.
      • Don’t jump to conclusions
      • Do not gossip about something told to you in confidence
      • Do not tell the same thing differently to different people
      • Don’t say things about people you wouldn’t tell them to their face.
      • Be straightforward
    • When recruiting…
      • Document every step of the way to avoid discrimination lawsuits.
      • Conduct the interviews in your normal working environment to show candidates the team culture.
      • Devote a full day to the interview and the selection process
    CHAPTER ONE: Managing People as Individuals
  • 9.
      • Ask candidates to bring samples of their work
      • Ask candidates to prepare a ten-minute presentation on some experience of personal interest, have a question-and-answer forum with a small group
      • Give candidates a short, practical test
      • Schedule an informal one-on-one session between the candidate and a new team member, so the candidate can determine what the work environment is really like.
    • Dos and don’ts:
      • Give others the credit and take the blame yourself
      • Put your staff first
      • When you make a mistake, apologize
      • Say “thank you” and “please” often.
    CHAPTER ONE: Managing People as Individuals
  • 10.
      • Your emotional state affects the rest of the team
      • Do not flaunt signs of status/perks.
        • As a front-line manager, you cannot strut about like some high-level executive.
        • Share your office with the team by making it a common meeting room once a week.
        • Let clients use your parking space.
        • Get your coffee and lunch at the pantry like everyone else does.
      • Keep your promises!
      • Do not put your trust in the wrong people. It causes resentment in the rest of the team.
      • Do not show any favoritism!
      • Give bad news in advance so people don’t get surprised.
    CHAPTER ONE: Managing People as Individuals
  • 11.
      • Conduct exit interviews to learn how the team really perceives you.
      • Be consistent!
      • Never set unrealistic deadlines.
      • Avoid excessive multi-tasking. Delegate properly.
      • Never pretend you know more than you actually do.
      • Do not tolerate office politics within the team!
      • Know how to discern what needs an immediate response, and what can wait until tomorrow.
      • Show your team it’s okay to have fun.
      • Draw the line between work and home.
    CHAPTER ONE: Managing People as Individuals
  • 12.
    • When confronting under-performance, find out why the person is not meeting your expectations, and determine how to help him improve. Be patient and supportive until the time you have set is up, and then act swiftly and decisively.
      • Set achievable, measurable targets.
      • Once you have decided you have given ample time to show improvement, meet with your superiors to decide whether to transfer, or fire the person.
      • Use any probationary period to weed out under-performers
    • When confronting misconduct, determine the underlying problem.
      • Consult with the HR department on issuing fair warnings, one-on-one sessions, and proper disciplinary action.
    CHAPTER TWO: Managing Problem Staff and Staff Problems
  • 13.
    • Always remember the ground rules:
      • Never undermine people’s self-respect, but make them face the problem.
      • Be patient and understanding but after an appropriate length of time, act decisively.
      • Be fair.
    • Handling harassment:
      • Victims of harassment should file a formal complaint against the harasser, as a last resort.
      • The harassed person must on each and every occasion firmly tell the person to stop.
      • If bad behavior continues, you as the team manager may file the complaint on the behalf of the harassed team member.
    CHAPTER TWO: Managing Problem Staff and Staff Problems
  • 14.
    • In dealing with the matter of office sex, the operative word is “No”.
      • No flirting with and among team members
      • No sexual innuendos, comments, or jokes
      • No casual touching
      • No disciplinary action on a team member without a witness present
      • No sexual relations of any sort with any team member
    • Be sensitive to the country, culture, and traditions where you work.
      • If you do fall in love with a team member, tell your boss immediately as to avoid accusations you are favoring your lover at work.
      • Be very careful.
    CHAPTER TWO: Managing Problem Staff and Staff Problems
  • 15.
      • Having a relationship with someone at work may jeopardize everyone’s objectivity during the course of a project.
      • It distracts people, and is not recommended.
      • Avoid sticky situations like this as much as possible.
    CHAPTER TWO: Managing Problem Staff and Staff Problems
  • 16.
    • The leadership qualities most desirable in front-line managers are:
      • Vision
      • Determination
      • Judgment
      • Integrity
      • Courage
      • Decisiveness
      • Good communication skills
      • Honesty
      • The ability to delegate
      • Accepts responsibility
      • Consistency
      • Open-mindedness
      • Composure
      • Passion
    CHAPTER THREE: Managing People in Teams Leadership Principles
  • 17.
    • Vision is needed so you know how to direct your team toward an established set of goals.
    • Respect comes to leaders who get things done, and your actions will speak louder than your words.
    • Trust is what your team members put in you when they see you are honest and open and willing to face difficult issues.
    • Leadership is not about appearances.
      • It’s about how you manage people everyday and walk the walk rather than just talk the talk.
    CHAPTER THREE: Managing People in Teams Leadership Principles
  • 18.
    • A good vision must make sound business sense.
      • It should be product-oriented, market-oriented, team-based, and believable.
    • You must communicate this vision to your team. Sell the vision to them.
    • How do you establish good communication channels?
      • Keep meetings short, regular and separate from other routine meetings.
      • Discuss matters that affect staff before making a decision
      • Use e-mail to communicate with your team
    • When it comes to integrity and honesty , if you feel you cannot be the model for these qualities, then start practicing doing the right thing.
      • Everything you say or do at work is a choice.
      • You can begin choosing to behave as an example to your team.
    What is a good vision?
  • 19.
    • To increase your level of determination , designate others on the team to nag you to make things happen.
    • A leader who has poor judgment will lose the respect of his team when he keeps making one wrong decision after another.
    • Courage means taking decisive action when appropriate. You need to lead the troops into battle.
    • When delegating properly, keep in mind the following:
      • Give the subordinate all the information required to complete the job
      • Stop senior or more experienced people from interfering
      • Tell the team member she can always come to you for advice and support
      • Do not criticize the person in public
    What is a good vision?
  • 20.
      • Let the person you delegated the job to do the decision-making
      • Don’t meddle with the job
    • Passion is the greatest motivator for a team, but can also make some people behave too aggressively and irrational at times.
      • Be wary of misdirected passion in your role as front-line manager.
      • Make sure people remain tolerant of others outside of the team.
    What is a good vision?
  • 21.
    • Make more deposits than withdrawals in the bank account of good leadership. What do we mean by this?
      • When you roll up your sleeves and dive in to help before a deadline, you are making a big deposit in the account.
    • Just like any relationship, hopefully your team will forgive your mistakes and withdrawals if you have more deposits or good deeds they can remember.
      • Don’t think you are too important to do menial stuff like washing the teapot or making the coffee
      • Don’t be seduced by signs of status: the personal secretary, the parking space, or the nice office.
        • Share the secretary with the entire team, let your office serve as the team meeting room
      • Own up to your mistakes.
      • Don’t try so hard to be liked or one of the gang
    CHAPTER FOUR: Managing the Practice of Team Leadership
  • 22.
      • Don’t be a tightwad, give small presents to show your appreciation
      • Don’t tolerate bullies
      • Don’t be an absentee manager
      • Don’t give in to self-serving career-furthering behavior
      • Don’t tell a team member the job she is doing is so easy you could do it in ten minutes on your laptop while in a cab…
    CHAPTER FOUR: Managing the Practice of Team Leadership
  • 23.
    • Projects last for a fixed duration of time.
      • Project leaders tend to have tyrannical personalities due to the limited time available to complete the project.
      • It is a very different context from that of managing a team.
    • A good project manager should have great drive and determination, good judgment, an eye for detail, and a feel for scheduling.
    • Three distinct styles of project management can be successful in the right context.
      • The strong manager
      • The facilitator
      • The musical chairs manager.
    • The strong manager may evoke fear in the team but they usually drive themselves harder than anyone else.
    CHAPTER FIVE: Project Management
  • 24.
    • The facilitator manager acts as a catalyst and creates a team whose members bond.
      • The team has to reach a consensus and when none can be reached, the facilitator will have to impose the right decision.
    • The musical-chairs manager puts different team members in their proper roles, although this style is not recommended highly by the author.
    CHAPTER FIVE: Project Management
  • 25.
    • Experts and professionals hate it when you show disrespect for their ability to perform.
      • When dealing with these types, do not feel intimidated by their excessive use of jargon, most of the time they talk like that precisely because they want to intimidate others.
      • Beware of them using trendy solutions and being die-hard advocates of certain areas of expertise.
      • Be suspicious if they tell you it can’t be done.
    • Have patience when listening to lawyers because they never offer short snappy answers.
      • Lawyers should be brought in only after the deal has been drafted by the business people, to create contracts like prenuptials.
      • They also like to delay urgent action by researching a topic before offering their advice.
    CHAPTER SIX: Managing Different Types of Staff
  • 26.
    • When it comes to handling the IT types , always remember the ff:
      • Even the best software programs have bugs
      • Software projects are prone to running over time and budget constraints
      • Always add 30% more to the budget the IT guys estimate for you
      • Don’t allow the program to get too complicated
      • Security in your IT infrastructure should be a top priority
      • The architecture should suit your business needs
      • Testing, documentation, coding standards, and code reviews should be conducted with ample time for revisions
    CHAPTER SIX: Managing Different Types of Staff
  • 27.
    • Creative types are the most difficult to manage.
      • They are paranoid they will suffer writer’s block, or creative block.
      • They are obsessed with tasks and it is better to keep them busy doing routine things to keep their minds constantly producing.
    • Rules are rules.
      • Don’t allow creative types to get away with tardiness, smelliness, rudeness, and other unacceptable behavior.
      • If Rob has to be given a dental hygiene kit and be told in private to use some breath mints, especially before meeting a client, then a manager must take on this unpleasant task and be done with it.
    • Creative types crave constant praise for their work.
      • Give it to them.
      • It costs you nothing and keeps their morale up.
    CHAPTER SIX: Managing Different Types of Staff
  • 28.
    • Consultants have strong but unusual ethics.
      • Many will tell you what you wanted to hear, and they actually get paid to do this.
      • They are like fortune-tellers who prefer to give their clients the good news and like to offer a one-size-fits-all commodity consultancy.
      • They tend to promote trendy methodologies, so beware.
    • Salespeople are merciless hunters and sometimes will get you in a fix by doing any of the following:
      • Offering too large a discount
      • Making unrealistic promises and impossible delivery dates
      • Offering to make too many changes to the product
      • Offering too many sweeteners or freebies
      • Overselling a product or service’s capabilities
    CHAPTER SIX: Managing Different Types of Staff
  • 29.
    • Support staff must have common sense more than academic qualifications.
      • They must be highly reliable, be open to direction and accessible to the team members.
      • They must receive job-specific training to keep their skills current.
        • Instill in your team that they must show all support staff the same respect they give their colleagues.
      • They are not the team’s servants or slaves.
        • Practice politeness even during times of crisis and tight deadlines.
    CHAPTER SIX: Managing Different Types of Staff
  • 30.
    • How do you achieve a good, strong culture?
      • Consistent behavior by the leader sets the tone for the culture.
      • As a front-line manager, you must pay attention to how the team culture approaches customer care and how it handles change.
      • Subtle signals like your having a private office and how you allocate your time will affect the culture of your team.
    CHAPTER SEVEN: Managing Team Culture
  • 31.
    • The 8 not-so-simple steps:
      • Understand your terms of reference. How much time do you have to turn the team around? Get to the heart of the problem and ask how will success or failure by measured?
      • Gather information that will allow you to understand the team’s problems.
      • Institute emergency actions.
      • Identify the team’s key problems.
      • Decide if the team can and should be saved.
      • Create a credible strategy and vision that will save the team.
      • Implement the strategy and vision.
      • Leave. Your work here is done. It takes a different type of manager to handle the post-turnaround life of a team.
    CHAPTER EIGHT: Managing a Failing Team
  • 32.
    • Some ways to start organizing your time and making best use of it are the ff:
      • Delegate tasks and supervisory responsibilities
      • Reduce your level of perfectionism on appropriate tasks
      • Drop low-priority tasks
    • Try this.
      • Delete 90% of the email in your inbox and attend to those who chase you down.
      • Reply as briefly as possible to the remaining per cent of email and in the end you will only bother yourself with about 2% of the truly relevant email.
    • Sometimes you spend all your days putting out fires and you have no time to do the long-term thinking for your team.
      • Either you do this quiet thinking and planning at home or earlier when the day’s problems are not yet upon you.
      • You can also learn to discern what is truly urgent.
    CHAPTER NINE: Organizing Your Team (and Yourself)
  • 33.
      • Attend to what is important and long-term.
    • Keep a logbook and religiously record each day’s meetings, decisions, activities, and events.
      • This will keep you out of trouble and is hard evidence just in case there are any misunderstandings down the road.
      • It may stop a complaint in its tracks because you can flash your little logbook entry.
    • Live a healthy lifestyle.
      • Don’t think that just because you’ve begun an exercise program that you can take on more work!
      • It means doing things so you can handle the same amount of stress better.
      • You don’t need to add more to your plate.
    CHAPTER NINE: Organizing Your Team (and Yourself)
  • 34.
    • Do not get emotional with your bosses.
      • Passion is a great attribute of a manager and leader, but can turn out to be a terrible way to deal with the rest of your organization.
      • Play it cool and calm.
    • Accept the bosses’ decisions with good grace.
    • Give your bosses a clear view of what’s going on in your team.
    • Use the “free power” to take action.
      • It’s better to apologize after the event than ask permission to do something, because permission is not normally granted.
    • Find the wiggle room within your organization’s processes by building a good relationship with the Legal, Financial, and Personnel departments.
    CHAPTER 10: Managing Your Universe
  • 35.
    • Try to use your organization’s initiatives to implement improvements within your team.
    CHAPTER 10: Managing Your Universe
  • 36. BusinessSummaries.com is a business book Summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com. ABOUT BUSINESSSUMMARIES