The document provides guidance for managers on principles, objectives, methods, communication, and leadership styles. It discusses establishing measurable targets, controlling progress, correcting errors pedagogically, and adapting management styles to different competence and commitment levels among collaborators. Managers are advised to integrate training through explanation, demonstration, testing, and correction in a repetitive cycle to ensure assimilation.

1. GUIDE OF THE MANAGER
PRINCIPLES
Daily Management rests on simple principles:
Transparency
Honesty
Responsabilisation
Recognition of the right to make a mistake
It must be progressive, adapted, personalized and possibly participative.
As a manager we must thought that:
The desire to improve must guide all our collaborators.
Succeed; it’s to find its successor.
Separate ourselves from the no evolutionary elements.
We have the collaborators that we deserve.
OBJECTIVES AND METHODS
Lay down quantitative and qualitative targets which should be measurable and
within a dead line.
Control the follow-up of the achievements and make re-appear the capacity of
recommendation of your collaborators by a precise action plan.
Show by example without putting in danger your credibility of managing.
Institute rites in your work organization.
Work in group and divide your decisions when you can do it.
Be able to congratulate and sanction.
Delegate by step when you validated many times that your collaborator is ready.
FORMATION
Communicate:
It’s your main role as a manager. We must be able to act as we say it and show our
competences all the times, as well in theory and in practical.
Let us avoid a communication of the extremes. It’s necessary to have permanently
the preoccupation to adapt our messages, regarding the person you are
communicating with.
Let us be always very attentive with the risks of interpretation while reformulating or
making your collaborator reformulate.
ALL I CAN SAY
ALL I WOULD LIKE TO SAY
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2. ALL WHAT I SAY
ALL WHAT HE HEARS
ALL WHAT HE LISTENS TO
HE UNDERSTANDS
ACCEPTS
RETAINS
ALL THAT HE’S GOING TO RETRANSMIT
The human behavior
Let us eliminate the anxiety by a positive and enthusiastic approach.
Let us correct the errors immediately with pedagogy.
Make apply the strong points of our collaborators so that they become examples to
be followed.
Training
Practice makes perfect. To expose or say doesn’t ensure the assimilation. Only a
repetitive action of a point of formation will show us that our collaborator has well
understood.
To facilitate the implementation give a total outline of the points to be integrated. Let
us divide the missions into various parts. Thus each part will be done in a logical
order of integration and will be completely validated before passing to the next step.
Let us put in confidence in the first stages by entrusting a simple work to him.
Let us make him good impression while releasing much energy and enthusiasm.
Let us spare to him spaces time for re oriented objectives of its formation while
exchanging on its impressions and sound degree of motivation.
Let us highlight its strong points and put in perspective the points to be improved by
never criticizing the person but sound work.
The training cycle
Always the same way
Explanation:
What......... general presentation of the subject or point of formation
Why... justification of the utility of method and of the point to be worked
How... suggest the way of proceeding
Demonstration:
The manager must show itself in applying
Test:
It’s the phase of assimilation
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3. Correction:
The analysis of work carried out must be done just after the implementation.
Start with the successful things and to then amount on the points improving while
putting in perspective why it didn’t work and how improve.
HOW TO MANAGE?
INTEGRATE, PRACTICE AND TRAIN.
All the collaborators don’t have the same level of demands and potential of
development.
It’s necessary to adapt our levels and styles of management to join the final target.
The style of management
2 possibilities:
Autocratic or Democratic?
The mistake would be to manage in a unilateral way.
Styles of management
Direct: structure, control, supervise.
Encouraging: congratulate, listening, facilitate.
1) Little encouraging and very direct......DIRECT
Give precise instructions and supervise closely the execution of the tasks
2) Very encouraging and very direct.....INVOLVE
Direct and supervise but explain decisions, request the suggestions and encourage
progress.
3) Very encouraging and little direct.....FOLLOW
Facilitate and encourage the efforts for achieving tasks, share with them the
responsibility of making a decision
.
4)Little encouraging and little direct.....DELEGATE
Transmit the responsibility of making a decision and resolve a problem.
Each style could be used in different situations and different collaborators.
Any of them have to be isolated.
EVALUATE PERMANENTLY
It forms part of the daily coaching.
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4. The level of performance of a collaborator must be released through two
axes:
Competence: knowledge and capacity
Commitment: result of combination of oneself and his motivation
A) Weak competence and strong commitment.
Fill with enthusiasm justified. Discover, learn. Doesn’t know. His boss knows.
B) Moderated competence and weak commitment.
Start to understand. Knows difficulty, reality is difficult. Doesn’t know still.
C) Strong competence and moderated commitment.
Knows what one awaits from him. Knows it success. Lack of experience. Need to gain
in confidence.
D) Strong competence and strong commitment.
Control and consumes its knowledge. It is with a threshold. This situation should not
last.
Ratios of levels of development and style of leadership
With
A.....1
B.....2
C.....3
D.....4
TRY IT, IT WORKS
Louis Pinto
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