This document outlines essential skills for new managers. It discusses 7 key behaviors including knowing your people and business, insisting on realism, setting clear goals and objectives, following through, rewarding performance, expanding capabilities, and knowing yourself. Specific tips are provided in each area, such as getting engaged with employees, focusing on execution, encouraging learning from mistakes, and coaching employees. The document emphasizes clear communication, handling conflicts well, building credibility through recognition, and avoiding common management mistakes like not listening to employees. Overall it provides guidance to new managers on effectively leading teams and getting work done through others.
3. MANAGER’S OWN PRIORITIES
THE 7 ESSENTIAL BEHAVIORS
KNOW YOUR PEOPLE & BUSINESS
INSIST ON REALISM
SET CLEAR GOALS AND OBJECTIVES
FOLLOW THROUGH
REWARD THE DOERS
EXPAND PEOPLES’ CAPABILITIES
KNOW YOURSELF
4. KNOW YOUR PEOPLE
Live your business – Day-to-day
reality
Get engaged, get known, get visible
Dig up live information not
moribund data
Distill challenges facing business
into Few Basic Issues (FBI)
Avoid mean-spirited dialog
Keep your people’s focus on
execution at all times
5. INSIST ON REALISM
Encourage learning from
mistakes
- Don’t bury them
Figure ‘how’ you will
make the numbers
Honest comparison with
others
Conduct reality checks
6. SET CLEAR GOALS & OBJECTIVES
Focus on few, clear priorities
Keep Language plain, direct
and understandable
Periodically get ‘outside eyes’
for more clarity
7. FOLLOW THROUGH
Insist on taking goals
seriously
Create follow-through
mechanisms
Send strong – very strong
signals…
8. REWARD DOERS
Set and link performance to
reward systems
Measure, reward & promote
Avoid socialism
Create transparency in
reward system
9. EXPAND PEOPLE’S CAPABILITIES
Coaching – The most
important factor
Create useful feed back systems &
not ‘back-feed’
Asking incisive questions & not
‘presumptive’ ones
Push people to explore
alternatives
Spend energy on knowing
where to spend your peoples
energy in education
10. KNOW YOURSELF
It’s all about Character
Accept & deal with yours
and others’ weaknesses
Fortitude
Handle organizational
ambiguity
Unload emotional
blockage
Authenticity builds trust
Know Thyself allows
appropriate systems
Humility connects with
reality
11. MOST IMPORTANT RULE:
WALK THE TALK
Closure
Make only true promises
Control temper
(Perspective taking)
Show respect
Speedy resolution
Take full responsibility
12. WHAT IT TAKES TO BECOME
A MANAGER
Prioritize the year/quarter/
month/ week/ day with
most important tasks to fun
tasks
Inform, delegate, educate
Stay on top of everyone’s
work
Acknowledge and recognize
those who have performed
well on a daily/weekly basis
13. CRYSTAL CLEAR
COMMUNICATION
Action language
Eliminate ladder of inference
Stay concise
Make accurate and specific
statements
Listen through clarification
Give full presence
Don’t interrupt, advise,
interpret or judge when
others talk
14. MISSING INFORMATION WHEN
WE GIVE INSTRUCTIONS VERBALLY
OR WRITTEN
Time schedules
talk about the past, say, ‘yesterday’,
or at present, or tomorrow,
could give a time, tomorrow at 4:00
p.m.
Specific/Organized
information.
Ever read a memo you don’t
understand? or
Assigned a project to your
subordinate who has a vague clue
of what you want done?
Who requests the
information?
Who gets the request?
15. MISSING INFORMATION WHEN
WE GIVE INSTRUCTIONS VERBALLY
OR WRITTEN
Your subordinate has no idea what action
you want him to take.
What kind of time frame as the manager
given the subordinate?
Does it fall under the smart objectives?
Has the manager sent a clear message on
how he wants his subordinates to contact
him/her?
If a problem exists, then did the manager
or subordinate come up with at least one
solution to solve the problem?
16. TUNE IN AND TURN ON
TEAM PLAYERS
Know what your boss expects of you
over the next 12 month
Know the mission statement of that
department
Define your goals in conjunction with
the mission statement
Tell team their 12 month goal forecast
Ask team players what role they see
themselves contributing on each
project
Let them know you will assist them by
guiding them to accomplish their goals
18. PUT YOUR BEST FOOT FORWARD
FROM THE BEGINNING
Let your team know you understand
the expectations of the company
Let your team know exactly what you
expect from them
Engage them on how they wish to play
a role on your team
Know the strengths and weaknesses of
each team player
Plan your team according to their
strengths and skills
Get to know your team players
through sharing of ideas
Acknowledge their ideas
19. HANDLING CONFLICTS
Communication non-violently
Understand and explain needs
of all parties
Get to positive, clear, direct
action
Write and document all
agreements
20. ACTIONS TO BOOST AUTHORITY,
BUILD CREDIBILITY AND EARN
RESPECT
Get your team recognized from your
bosses
Have team work on special projects to
increase their visibility
Keep educating team with new materials
Send them to workshops to gain further
skills
Show them how to manage their time
Give special awards
Acknowledge when you see their effort
Appreciate them for common courtesies
Work with their differences after
coaching for corrections
Have family outings with team members
21. MANAGING VS. COACHING
Telling
Demanding
Proving you’re
right
Giving single
option
Expecting
Directing
Explaining
Persisting
Understanding
for clarity
Exploring
Multiple options
Guiding
Creating
willingness
22. DO’S & DON’TS IN THE BOSS,
EMPLOYEE RELATIONSHIP
Do not bring in your personal problems
from home
Do not show outward favoritism
Do not reprimand team player in front of
others
Do not have them do your personal work
Do not ask them for personal favors
Do not take them for granted
Do not expect them to read your mind
Do not use aggressive or passive
language
Do not ask them to do something you
wouldn’t do or haven’t done yourself
23. 10 COMMON MANAGEMENT
MISTAKES YOU WANT TO AVOID
1. Telling team player what to do without
her input
2. Not allowing team players to have a say
3. Forcing your ideas on the team
4. Discouraging your team to think outside
the box
5. Having little flexibility
6. Preventing your team from taking
training courses Taking 0 risks
7. Forcing team to work overtime all the
time without compensation,
acknowledgement or recognition
8. Putting blame on your team when you
should take the blame
9. Not delegating properly
10. Feeling only you can do the job
24. WHY BOSSES TURN PEOPLE OFF
Aggressive vs. assertive
Air of arrogance
Poor listeners
Big egos
I had to take the crap, so now it’s
your turn
What you hate you become
25. TYPICAL COMPLIANTS
Complaints about the pay Envelope-
Paid at the wrong rate
Rate out of line with comparable jobs
• In company
• Other companies
Earnings too low
Lack of material resulting in idle time
or layoffs
Poor quality of material, which reduces
operating speed
Proper tools and equipment not
available
Breakdown of machines and equipment
because of inadequate maintenance
Inadequate instructions or training
26. TYPICAL COMPLIANTS (2)
Complaints about Hours of work
Standard hours too long or too short
Too much overtime- more than other
employees
Work unnecessarily dirty, hot, cold,
smelly, or otherwise uncomfortable of
unhealthy
Work unnecessarily dangerous
Facilities and conveniences, such as
toilets, rest rooms, washrooms, lockers,
inadequate in capacity or appearance
27. TYPICAL COMPLIANTS (3)
Complaints about Supervisors-
Acts of omission
Does not keep promises
Does not give credit when due
Does not promote his employees
Does not explain pay shortage
Does not handle complaints promptly,
courteously, and fairly
Does not give notice prior to layoffs
Does not "go to bat" for his employees
Does not give reasons for orders
Does not treat his employees with the
dignity they have a right to expect
28. TYPICAL COMPLIANTS (4)
Acts of commission
Takes credit for worker's
suggestions
"Bawls out" employees before other
workers
Plays favorites in assigning work,
overtime, etc.
Establishes unnecessary rules and
regulations
Pushes employee too hard
Holds good employees to avoid the
necessity of training and to keep
costs low
29. GUARANTEED WAYS TO GAIN
COMMITMENT & COOPERATION
OF WORKERS
Refer to actions boost your
authority
Safety , Security, Support
Team feels pulled into the loop
Your presence shows authenticity
Team has a sense of belonging
Team feels inspired