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.

1. ESSENTIAL MANAGERIAL
SKILLS FOR NEW MANAGERS
GULFSTONE TRAINING
© 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
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

30. THANKS FOR YOUR
PARTICIPATION
GULFSTONE TRAINING