Managing your boss

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Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance. The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn: - Why good managers are critical to your company's success. - 16 actionable ideas you can use to help your first-time managers today. - Real-world examples and tips to implement manager development.

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What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you’ll learn: Why coaching skills are important for your managers, leaders and organization What is coaching and how to apply key skills to align with specific employees and situations An overview of traditional coaching models and what you can do to improve them How we can get managers to make time to coach A “coaches toolkit” that includes emerging competencies for managers and leaders The key difference between coaching and mentoring

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Here are 7 out of 12 tips on how to be a better leader at work. For 5 more tips of this type, click the link: http://vkool.com/how-to-be-a-better-leader/. 1. Lead By Example It has been proven that leaders should show, not only say. Therefore, if you want your staffs to be punctual and principled, you ought to be the first person who follows the rules. You should always be at work on time, or even early. If you appreciate professionalism, dress for success, as well as, treat your staffs with courtesy. When you have a good tone, your staffs will respect you, and consider you a good example to follow. 2. Add In A Little Humility Humility is a good quality that a leader should have. When you are humble, you will see others’ good points to respect them. Being modest will also help you conquer your ego if you are a hot-temper person. This will help prevent you from scolding or shouting when your staffs do something wrong. If you have a little humility, your staffs and customers will look up to you, as well as, feel safe and reliable when working with you. 3. Learn From Your Team You should not think that you know all no matter how knowledgeable you are. A wise leader is the one who can learn from others. Everyone has something good for us to learn from. Thus, do not think that the people who are at lower positions than you at work have nothing for you to discover. Learn something new from your staffs each day to be better informed on making strategic decisions. 4. Share What You Learned Besides learning from your staffs, you should also share what you have learned outsides to them. This will help your team know more about the market and work better to meet its demand. Passing the lessons you learned to your staff is one way to help your team avoid pitfalls. 5. Communicate Effectively If you are a leader, you should learn to communicate effectively with your staffs. Good communication will not only help you understand your employees and build a good relationship with them, but also help you catch up on the important information on the market so as to change your trading strategies to meet its demand. Great leaders should not only be understood and heard, but also listen as communication is like a two-way street. 6. Keep Meetings Productive In order to keep meetings productive, you should make it short by going straight to the main purpose rather than talking around it. Everything presented in the meetings should be clear and well prepared. 7. Understand Your Limits No matter how kind you are, being a leader, you should have your own limits. Set your own boundaries to your staffs, and let them know what you will not tolerate so as to make them try their best in difficult case; otherwise, they may quit easily.

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The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome. During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies. Key takeaways: Identify key strengths and improve weaknesses of first-time managers Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques Create a training plan that builds confidence and increases productivity for your new managers

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What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring. www.bizlibrary.com

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For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people. The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.

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managing the relationship with your boss is very critical to job success.here are few tips. you may either become his close associate or become enemy .this depends on how you c an understand his personality even if the boss shows to be your friend never ever get carried away. he is your boss and will always be that.there are few exceptions but they are very few ,by and large men in power will never become your friend

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Becoming a new manager is an experience that falls somewhere between elation and enduring the business end of a fire hose. In either case, those comfortable days of answering for the quality for your work and your work alone are gone. You are now the point person for scheduling, deadlines, workflow, quality, team relationships, and a whole lot more. I don’t want to add one more ball to juggle in your workday, but I would be letting you down if I didn’t give you one crucial piece of advice that will make your management duties so much easier.

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21 Defense AT&L: March-April 2007 Turk is an independent management consultant. He is a retired Air Force lieutenant colonel and defense contractor. He has supported information technology projects, policy development and strategic planning projects for DoD, other federal agencies, and non-profit organizations. He is a frequent contributor to Defense AT&L. M A N A G E M E N T The Art of Managing Up Wayne Turk A bout 45 years ago, a satirical play (later a movie) called How to Succeed in Business Without Re- ally Trying opened on Broadway. It offered a method of moving up in the executive suite that included a little murder and a lot of mishap. There are better ways (even if you do have a boss you’ve fantasized about murdering). One of those methods is managing up. According to Thomas Zuber and Erika James, “managing up is the process of consciously working with your boss to obtain the best possible results for you, your boss, and your organization. This is not political maneu- vering or kissing up. Rather, it is a deliberate effort to bring understanding and cooperation to a relationship between individuals who often have different perspectives.” Management or Manipulation? Managing up or managing the boss sounds good in the- ory, but isn’t it just another term for manipulating the boss or being the boss’s toady? No! Managing the boss is a way to have a win-win-win situation where everyone, including the organization and project, wins. Failure to manage the boss can result in misunderstandings about expectations and cause wasted time and effort on tasks not in line with organizational goals or the project’s needs. And looking at it from a purely self-serving perspective, career progress rarely happens if you don’t manage your boss successfully. Team member, project manager, or program manager— you have a boss, or in most cases, multiple bosses. You have to worry about those bosses and their needs. Hav- ing more than one boss makes work more difficult because you have to consider the needs or preferences of each of them. But it’s still doable. If you are a manager at any level, you have to think about managing both up and down. Some managers pay attention to managing either their own bosses or those people who report to them. It is the managers who only manage up who give managing the boss a less-than-stellar reputation. They appear to be the suck-ups or toadies; subordinates assume they don’t care about them and may withhold their respect or slack off in their work. On the other hand, the ones who only manage down can’t advocate for their team or gain buy-ins for the project’s endeavors from those up the chain. Successful managers pay attention to managing both directions and commu- nicating with their peers. In this article, I will deal with managing up. If you are cu- rious about successfully managing down, see “10 Rules for Success as a Manager” (Defense AT&L, August-Sep- tember 2004). Guidelines for Managing Up Commu.

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IN THIS SUMMARY Across all industries and at all levels of organization there is a shocking epidemic of what Bruce Tulgan labels “undermanagement.” Undermanagement occurs when supervisory relationships between employees and bosses lack the engagement required to maintain the very basics of management: clear expectations, resources, feedback, and fair reward. The result is that both employees and managers are over-worked, stressed out, and not performing at their full potential. In It's Okay to Manage Your Boss, Tulgan challenges employees to take responsibility for their role in every management relationship. He urges employees to manage their own bosses in order to get what they need to succeed in the workplace and accelerate their careers. SUBSCRIBE TODAY http://www.bizsum.com/summaries/its-okay-manage-your-boss

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