Learning Guide for Managers
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  • 1. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Tiana Sanchez Professional Coaching Services 9/1/2013
  • 2. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 WORKBOOK SECTIONS Section 1: WHY MANAGEMENT Transitioning Into Management Myths about Management What Management is Not SECTION 2: ROLES Act Like a Manager, Think Like an Employee Act Like a Manager, Think Like a CEO What Makes an Effective Manager? Dysfunctional Managers RESPONSIBILITES CORE Responsibilities Responsibility to the Organization Responsibility to the Team Teach, Engage, Align, Master SECTION 4: REGULATIONS Top 3 Regulations every Manager should know: EEO, Affirmative Action, and Sexual Harassment Ism’s that Get Managers In Trouble Other Regulations and Labor Laws SECTION 5: REALITY CHECKS 10 Things Every Manager Should be Prepared to Do 10 Things Every Manager Should Avoid Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS SECTION 3: 1
  • 3. 2013 MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS Management is defined as the person or persons directing the affairs of a business or institution. Other common terms associated with management are planning, organizing, staffing and leading. While these are part of the core of management there is so much more than that. In this guidebook you will gain a better understanding of what it means to become an effective Manager. You will be able to identify the CORE responsibilities of management and the characteristics of an effective manager. You will “grow” through step by step understanding the importance of your role, responsibilities, regulations that affect your role, best practices and the “reality checks” of managing. •Topic discussion •Facilitator leads the discussion Discuss Engage •Students lead the discussion with examples and questions. •Break into groups for a group activity and practice Practice Takeaway •Debrief the activity •Ask students to share Discuss– Provide details of the topic and explain key learning objectives. Engage – Lead with questions to engage participants through questions, examples, real-life experience Practice - Allow students to practice new behaviors and/or techniques through group exercise Takeaway – Commit to ONE action item from the teaching that the participant can apply today. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS Each section in this guidebook is designed in 4 parts to optimize the learning experience. 2
  • 4. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Section 1: WHY MANAGEMENT For centuries there have been many forms of management from as early as the beginning of time. Empires, religious sectors, kingdoms, tribes, and government all operate under a management-centric model. As an entity grows and expands there becomes a greater need to expand the “muscle” within that entity. Managers organize, coordinate, plan and manage the team and processes. They are a critical part of the unit ensuring smooth operation and execution of the goals that must prove their worthiness and ability to perform. Modern-day Managers also play an important role as a leader. Managers play many roles and one role is leading. That will be discussed more in Section II: Roles. pinnacle of your career and decided it was time to move to the big leagues. It’s important that you determine your WHY. Get clear on the expectations you have set for yourself and the expectations others have of you. To get to where you want to go you have to first know where you are and why. I choose to become a Manager to: _________________________________________________________ 1) What do you hope to gain from this training? 2) What expectations have set for yourself? Select the option(s) that best describes you: Skilled and Successful •Achieved recognizable success in your current role. Smart and Seasoned •Experienced, respected, and a skilled worker. Ambitious and Self-Made •Go-getter, paving your own way Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS So, why choose to become a Manager? Perhaps you were bored and wanted a challenge or reached the 3
  • 5. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Transitioning Into Management Thought Provoking Questions: What are some of the biggest challenges a new Manager faces? What are some of the most common mistakes of a new Manager? What is the benefit of managing? Leading? In the previous section, you identified some of the reasons you decided to become a Manager. It may step in your career path and career. Whatever your decision it’s important that you become crystal clear on your reason and intentions. Intentions are your purpose, your objective and aim. What do you hope to achieve with this position? What is your desired outcome? How will this benefit you personally and professionally? All valid questions you must ask yourself. Transitioning into a new role or position requires a portion of focus and a dash of vulnerability. You may have been the top producer in your former position however you are entering into a new world and environment and the players may be the same but the game has changed. 1. Allow yourself the make mistakes. 2. Be open and vulnerable. 3. Be consistent. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS have been for personal reasons, opportunity for advancement within the company, or the obvious next 4
  • 6. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Myths About Management Thought Provoking Questions What are some of the biggest myths you have or had about management ? Do you find some myths are accurate ? What are some other myths that you know that are not listed below? Let’s dispel some myths and misconceptions that have been circulating about management. If you have made the following assumptions about management, I suggest you re-visit your intentions. It is in your Managers Make More Money Fact: There is a standard pay increase but it is relevant to job performed. Oftentimes managers work 50-60 hours a week. There is no overtime for managers as an exempt employee so when calculated, do they really get paid more? You Get to Boss People Around Fact: Managers hold employees responsible for fulfilling their role in the company. Managers organize, plan, lead, coach, counsel, praise and develop employees. Increased Job Security Fact: Managers are dispensable. Failure to perform at any level can result in loss of your position or job. Managers are Leaders Fact: All Managers are not leaders but can become leaders by developing leadership skills. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS best interest that you clearly understand the difference between fact and myth. 5
  • 7. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 What Management Is Not Thought Provoking Questions Are there misconceptions about the role of a manager? Do you think most employees comprehend the complexities of management ? Can we be effective in a role we do not fully understand? Management IS NOT about…  A fancy title, corner office, a company credit card or having lunch with the CEO.  Bossing people around to get them to do what you want.  Job security.  At a spark to your resume to make it look good. Management IS about…  Self-awareness and self-management.  Guiding, teaching, communicating, coaching, assessing, listening and taking action.  Perfecting your “hard skills” and increasing “soft skills.”  Increasing your understanding about company structure and “executing for excellence.”  Challenging you in every way possible. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS  Pleasing everyone and making everyone like you. 6
  • 8. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Management: Roles, Responsibilities, Regulations and Reality Checks SECTION II. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS ROLES Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved 7
  • 9. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Section 2 ROLES “A manager is responsible for the application and performance of knowledge.” Peter Drucker Peter F. Drucker was a writer, professor, management consultant and selfdescribed “social ecologist,” who explored the way human beings organize themselves and interact much the way an ecologist would observe and analyze the biological world. Hailed by BusinessWeek as “the man who invented management,” Drucker directly influenced a huge number of leaders from a wide range of organizations across all sectors of society. Among the many: General Electric, IBM, Intel, Procter & Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm Workers and several presidential administrations. Peter Drucker did not really invent management but what he did was explore and view management A managers role can be likened to a teacher guiding students, helping each student to reach their highest potential; a parent teaching their child to be accountable for their actions and encouraging them to do their very best but also providing correction when needed; a doctor advising a patient on the steps to maintaining a healthy lifestyle through more activity and eating the right foods which will help them live a more productive life; a mechanic assessing a vehicle to locate the problem and fix it before it causes irrevocable damage to the vehicle. Role is the part, position, job and responsibility. Your roles may change depending on environment, circumstances, and needs of the organization. We oftentimes refer to roles as “hats.” An ever-changing wardrobe accessory that Managers learn to wear even when they are removed from the workplace. What hat do you wear most often? What hat do you dislike? What hat brings you the greatest satisfaction? Is there a one-size-fits-all hat? What is the one hat that you NEVER take off? Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS through a different lens which offered a new perspective to the role of management. 8
  • 10. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Act Like a Manager, Think Like an Employee Thought Provoking Question What is your most important role as a Manager ? Define the role of an employee ? What are the most common challenges among Management and Staff? What does “acting like a manager and thinking like an employee” really mean? Just like there are myths about management, there are also myths about employees. Not all employees clock in to collect a paycheck. They desire guidance, direction, clear expectations, recognition, appreciation, and correction. Act Like a Manager, Think Like a CEO What is most important to a CEO ? Define the role of a CEO? What is most important to a CEO? Is it the customer and achieving bottom line results? Is it sustainability and growth? Managing the budget? Are shareholders and stakeholders the most important thing to CEO’s? OR, is it the employees, the human capital and key asset in the organization? As a Manager, one of your most important roles is stepping into the role, metaphorically, of your CEO to subjectively gain new perspective. It then becomes your responsibility to weave together those roles to become an effective manager. Step into their role and ask yourself, as a CEO…  What do I value?  What motivates me?  What discourages me? Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS “Thinking like an employee” is understanding the team. Being cognizant and in-the-know. 9
  • 11. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 What Makes an Effective Manager? Thought Provoking Questions What are some characteristics of a “good” manager ? What are some characteristics of a “bad” manager ? Are there dysfunctional managers on a functional team? “Practice Golden-Rule 1 of Management in everything you do. Manage others the way you would like to be manage,” says Brian Tracy. Do you agree or disagree with this statement? What could pose as a types of Managers? The “Veteran” – Tends to be effective. Seasoned, experienced. Highly knowledgeable. Respect from peers and colleagues. Longevity on the job. What are some cons of this type of manager? The “Rookie” – Tends to be moderately effective. Inexperienced but moldable. Eager to learn and be the best. Highly committed. Determined. What are cons of this type of manager? The “Best Friend” – Tends to have low effectiveness. Likable. Appears in-the-know. Team player. Fun to be around. What are cons of this type of Manager? The “By the Book” Manager – Tends to be moderately effective. Strict. Follows protocol. Manages by policy and procedures. What are cons of this type of Manager. The Leader – Tends to be highly effective. Has the pulse of the team. Works cohesively, managing to each individual strength. Are there cons with this type of Manager? Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS conflict if you manage everyone the way you would like to be managed? Let’s explore the following 10
  • 12. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Dysfunctional Managers Dysfunctional, ineffective, inexperienced and emotionally unintelligent managers have the ability to debilitate and cause serious damage to a functioning team. Be aware of noticeable signs of a dysfunctional manager and broken team. Ineffective managers tend to: 1. Observe conflict but rather than working to resolve it, they feed into it. 2. Talk more than they listen. 3. Discipline more than they coach. 4. Disrespect team members. 5. Point the blame and play “out of bounds.” 6. Look for what is wrong instead of looking for what is right. 8. Manage each employee the same rather than manage to their individual strengths. 9. Become an absentee and disengaged manager. “Broken” Teams 1. Lack effective communication – The right hand is not talking to the left hand. 2. Lack trust and respect of superiors. 3. Become disinterested and disengaged. 4. Productivity levels decrease. 5. Performance is sub-standard, below average. What does it take to become an effective manager? Is it simply managing others the way you want to be managed? That may be part of it but to become an effective manager you must embrace the four CORE fundamentals of management which will be discussed in the next section. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 7. Belittle employees and display a superior attitude. 11
  • 13. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Management: Roles, Responsibilities, Regulations and Reality Checks SECTION II. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS RESPONSIBILITY Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved 12
  • 14. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Section 3 RESPONSIBILITES Another word for responsibility is ACCOUNTABILITY. Managers are held accountable for what occurs on their watch, the good and the not-so-good. Managers are liable for the performance of their team and take OWNERSHIP of the outcomes. “A manager is responsible for the application and performance of knowledge,” says Consultant and Author Peter Drucker. If this is a valid statement then managers must know how to not only apply what they know but perform what they know. Another known expert on Management and Leadership is Franklin Covey. Franklin Covey states, “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” So, if I summarize these beliefs, a managers’ responsibility is knowledge, CORE Responsibilities When you accept the role of managing you are taking on a new level of responsibility. A responsibility to influence. You become accountable not only to yourself but others. The “heart” of your role is driven by four CORE basic principles. Communication. Ownership. Resolve. Execute for Excellence. MANAGER COMMUNICATION OWNERSHIP RESOLVE EXECUTE for EXCELLENCE Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS application, performance and efficiency. 13
  • 15. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Responsibility to the Organization – Partnership Pat Riley, NBA Head Coach and winner of multiple championship titles offers these wise words, “Management must speak with one voice. When it doesn't management itself becomes a peripheral opponent to the team's mission. There is a partnership and responsibility that should be reflected in the Managers actions and words that support and align with the organizations. It is similar to a “marriage” or relationship, for better or for worse, in sickness and in health. When the company is succeeding and when the company is struggling. One voice. One vision.  Pursue – Bottom line results and manage productivity.  Influence – Decisions and people.  Advocate – Change, growth, sustainability. Responsibility to the Team - Leadership Sheryl Sandberg, author or Lean In and Chief Operating Officer at Facebook focuses on strength of the team to lead and excel by stating, “We try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day. “ As a Manager you are responsible to you team and provide guidance and leadership.  Teach – Coach with purpose and intention.  Engage – Communicate effectively. Invite input.  Align – Personal goals to team goals. Skills match job.  Master – Core competencies. TEACH ENGAGE ALIGN MASTER Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS  Support – Company goals, objectives, vision, mission. 14
  • 16. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 TEACH What is the role and responsibility of the manager relating to teaching, training and developing the team? What are the benefits of one-on-one coaching, reviews, and performance measurements? What is the result of a team that lacks ongoing training and development? ENGAGE What is engagement and what does it look like, feel like and sound like in the workplace? What are signs of an individual or team that is disengaged? When managers are engaged, how does the team benefit? When team members are engaged how does the company benefit? ALIGN What is alignment and what does it feel like, feel like and sound like in the workplace? What is the result when a team is working toward the same goal with clear objectives? Is it important to align company values with team goals? Company values with personal values? When goals are clearly defined and the company vision is effectively communicated, are teams more engaged? MASTER When do you know when an individual or team has mastered a skill or competency? Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS Does the Manager have control over the team’s level of engagement? 15
  • 17. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Management: Roles, Responsibilities, Regulations and Reality Checks REGULATIONS Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS SECTION IV. 16
  • 18. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Section 4: REGULATIONS Organizations need guidelines and structure to hold leadership accountable. Regulations provide a set of rules and principles to ensure organizations operate fairly and without bias. Laws are established to uphold a standard set of rules and acts as a template or commandment for best “lawful” practices. We can learn how properly treat employees by learning from others’ costly errors. It’s important to recognize that unfair practices and treatment of employees is real and still happens. To fully operate as an effective manager you must be knowledgeable of important regulations that impact your MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS organization, you as a Manager and your subordinates. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved 17
  • 19. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Top 3 Regulations Every Manager Should Know EQUAL EMPOYMENT OPPORTUNITY (EEO) – Antidiscrimation legislation ensures employers make fair and unbiased employment decisions and not on the basis of a candidates race, gender, ethnicity, religion, age, color, military/veteran status, or disability status. Employment decisions such as hiring, compensation, promotions and terminations should be job and business related. AFFIRMATIVE ACTION – A practice when employers identify noticeable imbalances in their workforce and take actionable steps to correct underrepresentation of protected classes. The following are considered Protected classes by Federal Law:  Citizenship  Color  Family Status  Religion  Disability Status  National Origin  Veteran Status  Age Sex Pregnancy  Genetic Information SEXUAL HARASSMENT – Workplace harassment is prohibited which means discrimination against someone based on gender is not tolerated and is considered unlawful. Offensive language or commentary against a protected class is considered a form of harassment. Common sexual harassment claims fall in two types of categories:  Quid Pro Quo means “this for that” or “something for something.” An employee is offered career advancement in the form of pay increases or promotion for exchange of sexual demands.  Hostile Work Environment affects employee’s performance, psychological well-being due to the severity and pervasiveness of the harassment. The work environment becomes unsafe, unhealthy, intimidating and threatening. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS  Race 18
  • 20. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Ism’s that Get Managers in Trouble According the Webster’s Dictionary, discrimination is, “the practice of unfairly treating a person or group of people differently from other people or groups of people.” It’s a fact that discrimination occurs in the workplace. Preventative measures must be taken by upper management to ensure that proper procedures and protocols are in place to address and eliminate unfair treatment of employees. Before eliminating, one must first be aware that discrimination exists. People often chose to turn a blind eye or state, “discrimination does not happen in our organization.” Whether there is intent to not allow it to happen is not the same as it actually happening. It’s impossible to be everywhere so we have to demand our leadership team provides guidance so the managers are able to effectively carry out the message to treat people equally regardless of status, age, Have you experienced discrimination? Have you witnessed discrimination against an individual or a group? Sexism – Prejudice or discrimination based on sex; especially: discrimination against women Racism – Prejudice, discrimination, poor treatment of or violence against people because of their race. Classism – Prejudice or discrimination based on class. e.g. Social or economic status. Ableism – Discrimination or prejudice against individuals with disabilities. Ageism – Prejudice or discrimination against a particular age-group and especially the elderly. Nepotism – The unfair practice by a powerful person of giving jobs and other favors to relatives. Favoritism – The unfair practice of treating some people better than others. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS gender, or relationship. 1
  • 21. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Other Regulations and Labor Laws During the years 1999-2003, there have been over 477 selected key laws that directly affect the wages, hours, working conditions, benefits, and special labor relations affecting millions of private and public sector workers. Highlighted below are a few important labor law topics that Managers should be knowledgeable about. Refer to Labor Laws and Regulations on the Department of Labor website for the complete list and details of each law. Health care issues Prevailing wages on public works projects Public employees (general) Leaves State employees Occupational health Local government & trial court employees Unemployment insurance & state disability insurance Educational employees: K-12 & community colleges Workers’ compensation University of California & California State University Job training Discrimination (FEHA) Public employee retirement and health plan systems The Ism’s provide a real view of discrimination and biases in the workplace. An area not void of these same biases is in the hiring and firing of employees. Managers should also be knowledgeable about Hiring Practices and Termination Practices which include appropriate interview questions, testing and assessments, documentation, written warnings, appraisals to name a few. Testing and Assessments are considered an instrumental part of the hiring process to determine “best fit candidates.” Managers should familiarize themselves with the US Department of Labor, Employment and Training Publication 1999. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS Labor standards 2
  • 22. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Management: Roles, Responsibilities, Regulations and Reality Checks REALITY CHECKS Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS SECTION V. 1
  • 23. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 Section 5: REALITY CHECKS Parenting is a role that requires patience, guidance and resiliency. A parent finds out within the first day some new and often times harsh realities in their new role. Sleep, a once habitual event, occurs in spurts. Baby weight won’t just magically disappear with time and age. And no matter how many times you ask, a simple plea will not prevent a baby from crying. These factual realities provided early on before the baby arrives, allows the parent to get acclimated with the idea of an expected shift in their life and routine. The results are better prepared parents able to adjust to their new role with a better If you had to give advice to a new manager, what “reality checks” would you give them? REALITY CHECK #1 REALITY CHECK #2 REALITY CHECK #3 REALITY CHECK #4 REALITY CHECK #5 Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS sense of what’s to come. 2
  • 24. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 20 Best Practices for Managers Avoid Make Mistakes Blame Be Unpopular Assumptions Be Disliked Easy Way Out Work Victim Language Be Decisive Being the Hero Challenge Status Quo The "I" Approach Doubt Yourself Chasing Titles Get Uncomfortable "Yes" Syndrome Fail Quick Fixes Succeed Biases Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS Prepare To 3
  • 25. MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013 References and Work Cited Merriam Webster Dictionary (2013). Citations and References. Drucker, Peter. “Peter Drucker’s Life and Legacy.” The Drucker Institute. Retrieved December 2013, from http://www.druckerinstitute.com/link/about-peter-drucker/ Society for Human Resource Management. The SHRM Learning System: Workforce Planning and Employment (Version 2009) Citations and References. Jonathan Segal Partner, Wolf, Block, Schorr and Solis-Cohen, LLP. Philadelphia, Pennsylvania California Labor and Workforce Development Agency. Labor Laws (1999-2003). Citations and References MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS US Department of Labor Employment and Training Administration (1999). Testing and Assessment: An Employers Guide to Good Practices. Citations and References. Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved 4