© SSIPL 2009
PRESENTED BY
M.D.CHANDER
CONSULTANT
Tips, Tools and Techniques for
New Managers
© SCHWING Stetter (India) Private Limited
Introduction … wise words
07/25/13
You only get one
chance to make a
good first...
© SCHWING Stetter (India) Private Limited
Management
07/25/13
involves responsibility
for others
is potentially very str...
© SCHWING Stetter (India) Private Limited
How to approach your new role:
07/25/13
The extent to which you
succeed in your...
© SCHWING Stetter (India) Private Limited
Management defined
07/25/13
Others must think you
have management
potential, so...
© SCHWING Stetter (India) Private Limited
The key skills
07/25/13
Decision –making and
problem-solving
Time management
...
© SCHWING Stetter (India) Private Limited
Seeing the future
07/25/13
The manager’s
responsibility includes
creating a vis...
© SCHWING Stetter (India) Private Limited
Management style
07/25/13
What sort of manager are
you going to be?
 Dictators...
© SCHWING Stetter (India) Private Limited
Focus on priorities
07/25/13
Pareto’s Law ( the 80/20
rule ) states that 80% of...
© SCHWING Stetter (India) Private Limited
A good beginning
07/25/13
First impressions last.
People will :
Observe you, ...
© SCHWING Stetter (India) Private Limited
The power of preparations
07/25/13
Good managers do their
home work, and this
b...
© SCHWING Stetter (India) Private Limited
Some serious self-analysis
07/25/13
Analyze your strengths
and weaknesses.
 Sk...
© SCHWING Stetter (India) Private Limited
The match between you and the job
07/25/13
See how you match up
with your new p...
© SCHWING Stetter (India) Private Limited
Plan action to create a match
07/25/13
Analysis is no good
unless it leads to a...
© SCHWING Stetter (India) Private Limited
Action Plan
07/25/13
Keep this plan in mind
when you take up your
new post and ...
© SCHWING Stetter (India) Private Limited
Begin with your people in mind …
07/25/13
Make it your business to
discover wha...
© SCHWING Stetter (India) Private Limited
Begin with your people in mind …
07/25/13
 Is open- minded and curious
 Listen...
© SCHWING Stetter (India) Private Limited
Begin with your people in mind
07/25/13
The type of managers they
do not want
...
© SCHWING Stetter (India) Private Limited
First thing first …
07/25/13
Remember that you only
get one chance to make a
go...
© SCHWING Stetter (India) Private Limited
First thing first
07/25/13
Day one as a manager
you should :
Be sure to arriv...
© SCHWING Stetter (India) Private Limited
Meet the people
07/25/13
Act as a personal
introduction
Begin to show you as a...
© SCHWING Stetter (India) Private Limited
Assess the people
07/25/13
Beware of making and
acting on unwarranted,
instant ...
© SCHWING Stetter (India) Private Limited
A first staff meeting
07/25/13
 A meeting should motivate.
Show them your impac...
© SCHWING Stetter (India) Private Limited
Forging alliances
07/25/13
 All sorts of people, regardless of
level and positi...
© SCHWING Stetter (India) Private Limited
Matters of discipline
07/25/13
Never duck or delay
matters of staff discipline
© SCHWING Stetter (India) Private Limited
How you will work with people
07/25/13
Provide feedback and
thank people for fi...
© SCHWING Stetter (India) Private Limited
Positioning yourself as manager
07/25/13
By all means, tell people
how you inte...
© SCHWING Stetter (India) Private Limited
Socializing with colleagues
07/25/13
It is perfectly possible to
have a comfort...
© SCHWING Stetter (India) Private Limited
The role of communications
07/25/13
 Your early communications will
be looked a...
© SCHWING Stetter (India) Private Limited
Dealing with poor performance
07/25/13
Poor performance is an
issue that faces ...
© SCHWING Stetter (India) Private Limited
A major principle
07/25/13
It is simply stated : as a
manager you cannot
have p...
© SCHWING Stetter (India) Private Limited
Who is in charge ?
07/25/13
Your people must never
doubt who is in charge. If
y...
© SCHWING Stetter (India) Private Limited
Being part of the team
07/25/13
Aim to become part of the team sooner rather th...
© SCHWING Stetter (India) Private Limited
Managing means motivation
07/25/13
Motivation makes a
difference – a big
differ...
© SCHWING Stetter (India) Private Limited
A little thought goes a long way
07/25/13
Create the habit of
making motivation...
© SCHWING Stetter (India) Private Limited
Keep in touch
07/25/13
Regularly inform people of
your thinking
Systematize th...
© SCHWING Stetter (India) Private Limited
Working together
07/25/13
Use your people and
make it clear to them
that you wa...
© SCHWING Stetter (India) Private Limited
Setting goals
07/25/13
The objectives you set
must condition and
direct what yo...
© SCHWING Stetter (India) Private Limited
SMART Goals
07/25/13
 Objectives will only be clear if
they are SMART
 Specifi...
© SCHWING Stetter (India) Private Limited
Getting the best from the team…
07/25/13
For achieving the task
ask yourself:
...
© SCHWING Stetter (India) Private Limited
Getting the best from the team
07/25/13
 Are we focused on priorities?
 Are th...
© SCHWING Stetter (India) Private Limited
Meeting the individual needs
07/25/13
Ask yourself if each
individual:
 Feel a...
© SCHWING Stetter (India) Private Limited
Team maintenance …
07/25/13
To involve the whole
team in pulling together
towar...
© SCHWING Stetter (India) Private Limited
Team maintenance
07/25/13
 Seek and welcome new ideas?
 Consult appropriately ...
© SCHWING Stetter (India) Private Limited
A dynamic organization
07/25/13
The organizational
structure of a team is
impor...
© SCHWING Stetter (India) Private Limited
Two levels of self-sufficiency
07/25/13
There are two levels of
self-sufficienc...
© SCHWING Stetter (India) Private Limited
The power of responsibility …
07/25/13
Responsibility cannot be
given – it can ...
© SCHWING Stetter (India) Private Limited
The power of responsibility
07/25/13
Creating a situation in
which people do ta...
© SCHWING Stetter (India) Private Limited
Build on success
07/25/13
The ongoing success of
you and your operation
involve...
© SCHWING Stetter (India) Private Limited
Summary
07/25/13
Managing people :
Takes time
Takes effort
Needs thought
Is...
© SCHWING Stetter (India) Private Limited
Last word
07/25/13
All sorts of things can
help, but only one person
can guaran...
© SCHWING Stetter (India) Private Limited
Courtesy : The Starting In Management Pocket Book by Patrick Forsyth
My letter t...
07/25/13
Compiled by : M.D.Chander , Consultant, Schwing Stetter ( India ) Pvt. Ltd.
 Author’s reply to my communication....
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Tips, Tools & Techniques For New Managers

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A guide for young managers.

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Tips, Tools & Techniques For New Managers

  1. 1. © SSIPL 2009 PRESENTED BY M.D.CHANDER CONSULTANT Tips, Tools and Techniques for New Managers
  2. 2. © SCHWING Stetter (India) Private Limited Introduction … wise words 07/25/13 You only get one chance to make a good first impression
  3. 3. © SCHWING Stetter (India) Private Limited Management 07/25/13 involves responsibility for others is potentially very strong is likely to be a challenge Don’t under estimate the change involved in your transition to new management role.
  4. 4. © SCHWING Stetter (India) Private Limited How to approach your new role: 07/25/13 The extent to which you succeed in your new role will be influenced radically by the attitude you take it You should : See it as something new, involving different approaches from those used in the past Aim to learn surely and fast, keep an open mind, beware of making unwarranted assumptions and consciously define and adopt new approaches.
  5. 5. © SCHWING Stetter (India) Private Limited Management defined 07/25/13 Others must think you have management potential, so you have to prove them right.  The key tasks  Planning ( what must be done to achieve the desired results )  Organising ( time, people and activities )  Recruitment and selection ( to create or replenish the team )  Training and development ( to keep people’s skill sharp )  Motivation ( creating and maintaining positive attitudes amongst the team )  Control ( monitoring performance standards and taking action in the light of results )
  6. 6. © SCHWING Stetter (India) Private Limited The key skills 07/25/13 Decision –making and problem-solving Time management Communications ( business writing, making formal presentations, running meetings, one-to-one liaison with staff, interviewing, etc.)
  7. 7. © SCHWING Stetter (India) Private Limited Seeing the future 07/25/13 The manager’s responsibility includes creating a vision. Clarity of purpose A belief that delivering excellence is necessary, worthwhile and possible A feeling of interest ( better still excitement ) about achieving goals A link between the overall picture and the needs and satisfactions of the individual members of them
  8. 8. © SCHWING Stetter (India) Private Limited Management style 07/25/13 What sort of manager are you going to be?  Dictatorship ( the manager decides on his or her own )  Benevolent autocracy (the manager decides, the group advises )  Democracy ( the group decides, the manager advises )  Laissez-faire ( nobody makes proper decisions )  Consultative ( Manager asks, group contributes, manager decides )
  9. 9. © SCHWING Stetter (India) Private Limited Focus on priorities 07/25/13 Pareto’s Law ( the 80/20 rule ) states that 80% of results flow from just 20% of causes. Define and focus on your own priorities Make managing your people an unbreakable priority Work with them to ensure they work in a way that focuses on their core 20% of key tasks.
  10. 10. © SCHWING Stetter (India) Private Limited A good beginning 07/25/13 First impressions last. People will : Observe you, your manner and style Listen to what you say and read between the lines. Watch what you do and how you do it Consider how your actions affect them For your part you must : Prepare thoroughly before you start Start as you mean to go on
  11. 11. © SCHWING Stetter (India) Private Limited The power of preparations 07/25/13 Good managers do their home work, and this begins before the job starts. Preparation can : Secure information, allowing appropriate decisions to be mage Allow you to create a plan of action Ensure you are in a position to start as you mean to go on. Give you confidence to proceed as you dream appropriate
  12. 12. © SCHWING Stetter (India) Private Limited Some serious self-analysis 07/25/13 Analyze your strengths and weaknesses.  Skills  Personality factors  Knowledge ( of the job, function, organization , people, product – whatever is relevant )  Connections ( who you know may be as useful as what you know )  Profile ( how you are seen around the organization.  Attitudes ( and how they affect your work and dealings with others )
  13. 13. © SCHWING Stetter (India) Private Limited The match between you and the job 07/25/13 See how you match up with your new position. What skills need strengthening? Which aspects of my personality can I put to good use( or should I curb )? What areas of knowledge must I extend and how can I achieve this? Whom do I know who might be useful and with whom must I forge new links?
  14. 14. © SCHWING Stetter (India) Private Limited Plan action to create a match 07/25/13 Analysis is no good unless it leads to action. You may propose to: Arrange a meeting Attend a training course Locate specific information Gain certain experience
  15. 15. © SCHWING Stetter (India) Private Limited Action Plan 07/25/13 Keep this plan in mind when you take up your new post and relate it to your timetable and diary. Read up about it Attend a training course Ask someone to critique a couple of my reports – perhaps both before and after the course Obtain from my new manager a clear specification regarding the length, style, presentation, etc, of reports
  16. 16. © SCHWING Stetter (India) Private Limited Begin with your people in mind … 07/25/13 Make it your business to discover what is most important to your people Likely expectations of your people about a good manager as one who :  Is positive and enthusiastic  Has vision (sees the longer/broader view )  Achieves their own goals  Is well organized  Makes good – objective – decisions  Delegates appropriately  Provides good – honest – feedback  Is fair and has no favourites
  17. 17. © SCHWING Stetter (India) Private Limited Begin with your people in mind … 07/25/13  Is open- minded and curious  Listens ( and is available to listen )  Knows and takes as interest in staff  Encourages/supports staff development  Communicates well  Shows confidence and gives credit  Keeps people informed  Acknowledges own mistakes/weaknesses  Shares experience
  18. 18. © SCHWING Stetter (India) Private Limited Begin with your people in mind 07/25/13 The type of managers they do not want  Put themselves before their people  Fall to set clear objectives/priorities  Don’t appear to care about the team ( a loner )  Are secretive ( or late in informing )  Procrastinate  Are unapproachable  Are not honest, open and fair  Fail to consider people’s feelings  Let their personal workload prevent team maintenance
  19. 19. © SCHWING Stetter (India) Private Limited First thing first … 07/25/13 Remember that you only get one chance to make a good first impression- especially in a new environment.
  20. 20. © SCHWING Stetter (India) Private Limited First thing first 07/25/13 Day one as a manager you should : Be sure to arrive on time ( or a touch early ) Introduce yourselves to other key people Look the part ( think about what you wear )
  21. 21. © SCHWING Stetter (India) Private Limited Meet the people 07/25/13 Act as a personal introduction Begin to show you as a kind manager you want to be
  22. 22. © SCHWING Stetter (India) Private Limited Assess the people 07/25/13 Beware of making and acting on unwarranted, instant assumptions about people. Please do : Listen to what people say and how they say it Read between the lines Check immediately anything that is unclear Address ( or note ) any apparent hidden agendas Be aware of the informal communications channels as well as the hierarchical ones
  23. 23. © SCHWING Stetter (India) Private Limited A first staff meeting 07/25/13  A meeting should motivate. Show them your impact will be beneficial. Spell out how.  Empathy is your greatest ally in the early stages of managing a group. Plan to make them really effective, therefore: Set start and finish times Issue a clear agenda in advance Tell people what you expect from them
  24. 24. © SCHWING Stetter (India) Private Limited Forging alliances 07/25/13  All sorts of people, regardless of level and position, can be of help to you – now and ongoing.  Ensure that the relationships you develop are two-way: you must give as well as take if they are to succeed. Strike a proper balance. They may be : A source of information and advice A link to other people A provider of moral support Part of the new mix of social contacts you will need in your new role
  25. 25. © SCHWING Stetter (India) Private Limited Matters of discipline 07/25/13 Never duck or delay matters of staff discipline
  26. 26. © SCHWING Stetter (India) Private Limited How you will work with people 07/25/13 Provide feedback and thank people for fitting in and taking the extra time. Show them how the changes will help you – and them
  27. 27. © SCHWING Stetter (India) Private Limited Positioning yourself as manager 07/25/13 By all means, tell people how you intend to operate but remember that they are more likely to form an opinion about you based on what you do rather than what you say
  28. 28. © SCHWING Stetter (India) Private Limited Socializing with colleagues 07/25/13 It is perfectly possible to have a comfortable and informal social chat across hierarchical boundaries. These encounters are, as it were, ‘asides’ to the normal work relationship
  29. 29. © SCHWING Stetter (India) Private Limited The role of communications 07/25/13  Your early communications will be looked at or listened to carefully. Lines will be read between and inferences about you, and the way you do things, will be drawn – for good or ill. Take care  Always be courteous to your staff  Never forget that informal communications are as important here as formal ones
  30. 30. © SCHWING Stetter (India) Private Limited Dealing with poor performance 07/25/13 Poor performance is an issue that faces any manager from time to time. You can deal with it in several ways: Put up with it ( not to be recommended ) Re-brief or train to allow performance to improve Re-assign the person to another task that they can do Terminate employment
  31. 31. © SCHWING Stetter (India) Private Limited A major principle 07/25/13 It is simply stated : as a manager you cannot have power and credit. Never: Pass off their credit as yours ( even when you contributed to their origination ) Talk about what I have done when you mean what we or better still, they or you have done Fail to give credit, within the group and beyond
  32. 32. © SCHWING Stetter (India) Private Limited Who is in charge ? 07/25/13 Your people must never doubt who is in charge. If you look like a doormat ( even for a second ) people will walk all over you. Credibility – once lost – is hard to win back
  33. 33. © SCHWING Stetter (India) Private Limited Being part of the team 07/25/13 Aim to become part of the team sooner rather than later
  34. 34. © SCHWING Stetter (India) Private Limited Managing means motivation 07/25/13 Motivation makes a difference – a big difference Resolve to spend regular time on it Your intension should be to make people feel, individually and as a group, that they are special. Doing so is the first step to making sure that what they do is special
  35. 35. © SCHWING Stetter (India) Private Limited A little thought goes a long way 07/25/13 Create the habit of making motivation a key part of your management style and doing so will stand you in good stead. If you care about the people ( really care ) it will always show
  36. 36. © SCHWING Stetter (India) Private Limited Keep in touch 07/25/13 Regularly inform people of your thinking Systematize the process involved Make sure you take action to create – two way – communications
  37. 37. © SCHWING Stetter (India) Private Limited Working together 07/25/13 Use your people and make it clear to them that you want and value their contributions
  38. 38. © SCHWING Stetter (India) Private Limited Setting goals 07/25/13 The objectives you set must condition and direct what your people do. Make sure everyone has clear goals from day one onwards.
  39. 39. © SCHWING Stetter (India) Private Limited SMART Goals 07/25/13  Objectives will only be clear if they are SMART  Specific - so that they are clearly understood and no misunderstanding is possible  Measurable - so that everyone knows whether they have hit them, or not.  Achievable - because if the6y are simply pie in the sky they will be ignored and you, and any future process of objective setting, will lose credibility.  Relevant - in the sense that they must logically fit within the broad picture and be a desirable way of proceeding.  Time-bound - without clear timing they will become meaningless.
  40. 40. © SCHWING Stetter (India) Private Limited Getting the best from the team… 07/25/13 For achieving the task ask yourself:  Am I clear about my own responsibilities and authority?  Am I clear about the department’s agreed objectives?  Have I a plan to achieve these objectives?  Are jobs best structured to achieve what I required?  Are working conditions/resources suited?  Does everyone know their agreed targets/standards?  Are the group competencies as they should be?
  41. 41. © SCHWING Stetter (India) Private Limited Getting the best from the team 07/25/13  Are we focused on priorities?  Are those areas in which I’m personally involved well organized?  Do I have the information necessary to monitor progress?  Is management continuity assured in my absence?  Am I seeing ahead and seeing the broad picture?  Do I set a suitable example?
  42. 42. © SCHWING Stetter (India) Private Limited Meeting the individual needs 07/25/13 Ask yourself if each individual:  Feel a sense of personal achievement from what they do and the contribution it makes  Feels their job Is challenging, demands the best of them and matches their capabilities  Receives suitable recognition for what they do  Has control of areas of work for which they are accountable  Feels that they are advancing in terms of experience and ability
  43. 43. © SCHWING Stetter (India) Private Limited Team maintenance … 07/25/13 To involve the whole team in pulling together towards individual and joint objectives, ask yourself, do I : Set team objectives clearly and make sure they are understood? Ensure standards are understood ( and the consequences of not meeting them are understood and approved)? Find opportunities to create team working? Minimise any dissatisfaction?
  44. 44. © SCHWING Stetter (India) Private Limited Team maintenance 07/25/13  Seek and welcome new ideas?  Consult appropriately and often enough?  Keep people fully informed ( about the long-and short-term)?  Reflect the team’s views in dealings with senior management?  Accurately convey organizational policy to the team and reflect such policy in their objectives?
  45. 45. © SCHWING Stetter (India) Private Limited A dynamic organization 07/25/13 The organizational structure of a team is important. Who does what, how one job relates to another, the lines of reporting and communication – all affect effectiveness.  Do not change for change’s sake, but do not expect things to remain as they are forever without needing change
  46. 46. © SCHWING Stetter (India) Private Limited Two levels of self-sufficiency 07/25/13 There are two levels of self-sufficiency in how people work: Involvement. This provides the opportunity to contribute beyond the base job. Empowerment. In a sense, empowerment creates a culture of involvement and gives it momentum.
  47. 47. © SCHWING Stetter (India) Private Limited The power of responsibility … 07/25/13 Responsibility cannot be given – it can only be taken; thus only the opportunity to take it can be given.
  48. 48. © SCHWING Stetter (India) Private Limited The power of responsibility 07/25/13 Creating a situation in which people do take responsibility for their work demands:  Clear objectives ( people knowing exactly what they must do and why )  Good communications  Motivation  Trust  A team enjoying involvement in what they do, and having the authority to make decisions and get the job done, is the best recipe for successful management.
  49. 49. © SCHWING Stetter (India) Private Limited Build on success 07/25/13 The ongoing success of you and your operation involves a cycle of activity:  Understanding the key things that can create success  Being conscious of how do things as you do them  Planning and acting in accordance with that  Monitoring the results arising from what you do  Fine-tuning and building in the experience of how things worked to improve what you do next
  50. 50. © SCHWING Stetter (India) Private Limited Summary 07/25/13 Managing people : Takes time Takes effort Needs thought Is not a solo effort Will not always go right
  51. 51. © SCHWING Stetter (India) Private Limited Last word 07/25/13 All sorts of things can help, but only one person can guarantee that you become a good manager – and that’s you
  52. 52. © SCHWING Stetter (India) Private Limited Courtesy : The Starting In Management Pocket Book by Patrick Forsyth My letter to the author Mr.Patrick Forsyth sent on Jul 8, 2013. 07/25/13 Name Chander M.D Email murugesanchander@gmail.com Comment I have recently come across your Pocketbook - Starting in management, bought from a book store in Chennai, India. It has a powerful tips, tools and techniques for budding managers. Myself being a retired professional and working as a freelance Consultant, your book helped me very much to give a successful training for my students. I am trying to get all your pocket series ,very much available in India, because of it's popularity. I like the way you handled the various topics with apt drawings of Mr.Phil Hailstone. M.D.Chander, Freelance Consultant
  53. 53. 07/25/13 Compiled by : M.D.Chander , Consultant, Schwing Stetter ( India ) Pvt. Ltd.  Author’s reply to my communication.  Patrick Forsyth <patrick@touchstonetc.freeserve.co.uk> Mon, Jul 8, 2013 at 9:39 PM To: murugesanchander@gmail.com Many thanks for this, one always hopes such books are helpful to people and this sort of feedback is always welcome. The Pocketbooks series is very neat (and quite difficult to write to fit the pages!); I have others in the series on selling, negotiating, meetings and managing upwards. I hope you are enjoying consulting – I have worked in this sort of capacity for many years, first with a medium sized firm and in recent years freelance. I even have a book called “Smart things to know about consultancy”, now out of print (though I have some copies). I wish you well. Best … Patrick Forsyth  Touchstone Training & Consultancy 28 Saltcote Maltings Maldon Essex CM9 4QP  Tel: 01621-859300  www.patrickforsyth.com  Marketing, sales and communications training – consultancy – training materials – business writing 

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