Are you new at managing others? Or have you been managing people for a while and want some reminders on what it takes to be successful? In either situation these seven attributes will serve the inexperienced and experienced.
What are the 7 Attributes?
- Coach more, manage less. So often managers feel compelled to have all the answers. You don’t have to, and there are so many benefits to coaching your employees to discover their own answers. Two benefits that I observe consistently are empowerment and skill development–to name a few: decision making, problem solving, and collaboration.
- Be authentic. Good managers’ practice being honest, even when they have to deliver “bad news”. Honesty builds trust in relationships and people will appreciate honesty over “painting a rosy picture” even when times are tough. Another aspect of being authentic is being trustworthy–do what you say you’re going to do. This instills trust and respect, timeless qualities of a good boss.
- Leverage strengths. Managers must delegate and create effective teams. The single best way to do this is to know your peoples strengths and motivators, and use that knowledge to meet the demands and goals of the business.
- Communicator extraordinaire. This goes beyond being a “good communicator” or public speaker. Communicator extraordinaire includes empathy, honesty, timeliness, authenticity and integrity. Strong communications skills lead to: building relationships, greater collaboration, highly productive teams, and influencing and inspiring others.
- Self-awareness. To be aware of your own strengths and areas of opportunity for development is humbling and empowering. Every manager, every person in fact has strengths and limitations–it’s being aware of them that leads to fulfilling personal potential and the potential of others.
- Tip the scales. Most managers spend more time on acknowledging what their people do wrong than what they do right. We get 100% recognition when we make a mistake and less than 20% acknowledgement when we do something right. Think about it. How much time do you spend on what your staff does wrong compared to what they do well? One of the most effective ways to influence performance and demonstrate that you value your employee is to provide positive feedback. Start tipping the scales by acknowledging your staff for what they do well. It has long lasting results and costs you zero, “Nada”, nothing. A great read on this topic is The Carrot Principle by Adrian Gostick and Chester Elton.
- Reflection. Take time to reflect on your successes, accomplishments and mistakes. First ask “What did I do well?” or “What went well?” Then ask yourself, “What can I do differently next time?” From reflection comes learning, greater self-awareness and the opportunity for change, as well as creativity and ideas that you may not otherwise discover.
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