This document outlines essential managerial skills for new managers. It discusses 7 key behaviors for managers including knowing your people and business, insisting on realism, setting clear goals and objectives, following through, rewarding doers, expanding people's capabilities, and knowing yourself. It also provides tips for communication, handling conflicts, building credibility with your team, and common management mistakes to avoid.

1. ESSENTIAL MANAGERIAL SKILLS FOR NEW MANAGERS G ULFSTONE T RAINING © KAREN ALLAWALA & RAMIZ ALLAWALA, 2006 GULFSTONE TRAINING ALL RIGHT RESERVED

2. WHAT DEFINES MANAGEMENT “ A DISCIPLINED SET OF ACTIONS OF GETTING THINGS DONE THROUGH OTHER PEOPLE”

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

17. TIMED PROJECTS: WHO TAKES RESPONSIBILITY Responsibility Charting D-decision, C-consult, A- advise, R-responsible, U-undecided Specify the different activities What? Who? When? Why? Where?

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 Telling team player what to do without her input Not allowing team players to have a say Forcing your ideas on the team Discouraging your team to think outside the box Having little flexibility Preventing your team from taking training courses Taking 0 risks Forcing team to work overtime all the time without compensation, acknowledgement or recognition Putting blame on your team when you should take the blame Not delegating properly 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

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