Which Manager Are You?

When was the last time you had an honest talk with your boss? A talk where you shared a well thought out projection on where your team was headed and what it would take to get there?

When is the last time you revealed a mistake she hadn’t caught yet but you wanted to be out in front and minimize the damage?

When are you going to tell him those concerns that keep bothering you and you try to ignore? On this issue I have met two kinds of managers: those who are transparent and talented, and those who are hiding and hopeful.

Which one are you?

Be encouraged,

Barry

When Are You Too Old To Manage?

A surprising study, out of a leading university in Israel, found that the best managers are in their 50’s. They have the maturity, experience and perspective to lead.

What 50 year-old on your team have you been overlooking because you thought they were over the hill? Take a second look. Need stability? Need someone to think before they act? You may have an undiscovered jewel in your presence.

It won’t work every time and sometimes new, young blood is best. But if you are discounting those who are aging you might be settling for second best!

Be encouraged,

Barry

The Unmotivated Fringe

Every manager has at least one. They are often on the fringe. They might even have potential but for now, they are your unmotivated employee. You can’t even remember why you hired them. You can’t ignore them. You need every human resource to be fully engaged.

I suggest three meetings over three weeks:
In meeting one (week one) state your concern using “I” to describe the problem more than “you”. And ask how you can help them get engaged and become self motivated.
Week two, ask how the past week has been and where they think they have made progress. Week three, point out where you believe their performance has improved.

But if by week three, there has been little growth then you have to explain that their job is in jeopardy and set a hard date for improvement. Your most valuable inventory gets in a car and goes home every night...they must grow or go...and that’s your responsibility!

-Barry

The "Arc" of Perfection

There is no “art” of perfection...impossible. But there is an “arc”. Rather than shooting straight at a target, take aim at a broader goal.

In an ever-changing world you will be more adept at quickly adjusting your trajectory. And that means your customers will call you nimble, responsive and customer centered!

Not a bad reputation!

Be encouraged,

Barry

The Details

You’ve probably heard that the devil lives in the details. I suppose that’s a clever way of saying that there will be trouble if you overlook any of these finer points.

But what happens if as the manager you miss the big picture? The workers you lead need to know three things today.

First, what is goal of what we are doing? (Why are we doing this in the first place?) Second, how will we know if we do a good job today? (What will our measurement be?) Third, do we have the resources we need to work today? (How will we do this?)

Answer these questions and let the devil fend for himself!

Be encouraged,

Barry

That's Not In The Plan!

Remember that plan you wrote a few months ago? Well, how’s it working for you? The days of a static annual plan are past. But the temptation to just “wing it” everyday is dangerous. Why not a dynamic (constantly changing) planning process?

Let your team know the broad measurable goals for the next three months. Ask them to prepare the action steps of how you will get there, and then once a month meet to review the progress and revise action steps or realign the goals.

There is going to be some sort of plan in place. You can either lead that effort or respond to it...what’s your choice?

-Barry

Drive Growth or Drive a Wedge

Our salesmen are lazy! Our finance office is full of bean counters! Our production team is careless! Heard enough stereotypes?

As a manager are you reinforcing wrong opinions about other departments in your company? If you are then make this the day you quit.

Today's competitive environment coupled with daily economic challenges means every segment of your business has to perform on target!

You can drive growth or drive a wedge — your choice.

Be encouraged,

Barry

Substitute Teacher

Are you old enough to remember what substitute teachers used to be like? When you walked into class and saw the substitute you thought, “This is going to be fun!”. When is the last time your employees felt that way?

Why not ask someone to be your sub for the day? I’m serious! It can be another manager or whomever. Instruct them to depend upon your team to let them know what is to be done...and then stay away.

Your employees will prove their ability to be self directed... they will get a good laugh...and they just might appreciate you when you return! C’mon, it’s summertime...loosen up a bit.

Be encouraged,

Barry

Should You Promote Your Best Worker?

My answer is usually no! We are in a different space, where those who can do high quality work are more valuable than skilled managers. If you have an extraordinary performer that needs to stay motivated there is a better way than promotion.

Provide them with in-service training to get even better at creating value in the flow of their work - inputs and outputs. Involve them in planning sessions and strategy workshops.

Create more pay for performance. But don’t take them out of production. Sales are challenged...margins are tight... profitable production rules!

Be encouraged,

Barry

Short Term Goals - Long Term Payoff

What goal is your team focused on? Annual sales goal? Quarterly performance?

Today, try something different.

Ask your associates to write down three, and only three, goals that they can accomplish today. Then do the same thing tomorrow.

Make sure they measure their progress at the end of each day. And then start again in the morning.

By Friday evening, they will have achieved 15 documented goals.

And that might mean more than any “way off in the future” target.

Which one are you? Be encouraged,

Barry

Practice

How do you become a top performer in an Olympic sport? The same way you get to Carnegie Hall - PRACTICE!

How much “practice” time do you give your associates? Try this. Give each one an hour a week to go online and research or read about something they need to know more about.

They have to send you a short email about what they learned. Do this for four weeks and you might see your team think smarter, act efficiently and perform better.

The Carnegie Hall stage and the medal stand are reserved for those willing to pay the price. Are you?

Be encouraged,

Barry

Ordinary Work

We don’t value ordinary much anymore. In fact, it is often a derisive term for “not good enough”. But, whether we will admit it or not, a lot of what our team does each day is ordinary.

For sure, there are big days where we break all records and raise the bar. But in between are a lot of ordinary workdays.

So, what will you do today to encourage ordinary work? How will you send the expectation that the ordinary is
very important and you appreciate the task? This is when leadership becomes not so much what you do but who you are.

Be encouraged,

Barry

Ode to Managers

Every business has a boss
Who frowns with anger at every loss
But O the manager who is ever at their post
Making sure soon their master will have reason to boast.

As the workweek winds down
The boss is in a hurry to leave town
But O the manager is at the helm
Preparing the week ahead so not to overwhelm!

When your career is past and your memories come alive
You won’t fret that for the boss’s job you didn’t strive
But O the manager with thoughts of what might have been
Had your boss for just once said thanks with the stroke of a pen!

˗Barry

In the Loop

Have you caught yourself telling a team-member, “Keep
me in the loop?” Why? If you are kept in this loop on most things, then calculate how much time and energy that takes.

Wouldn’t it make more sense to ask, “Do you understand the goal? Do you have all the resources you need?”

The only thing left is for them to let you know how it comes out. Scary? What would happen if you had a team of prepared goal focused associates who knew what to do??

Be encouraged,

Barry

How's Business?

“How’s business?” Have you been asked that lately? Chances are that even your employees are curious about how you see things. If you are positive then it gives them reason to relax.

But we live in a world where predicting the future has become tough. Instead, talk about “today’s business”. What customers (or clients) will we serve today? How can we
do more than they expect? How can we make a profit on today’s work?

Your employees will be more encouraged. Your customers will be more pleased. And string together a week of
these and you just might have a good answer to “How’s business?”.

Be encouraged, Barry

Drive Growth or Drive a Wedge

Our salesmen are lazy! Our finance office is full of bean counters! Our production team is careless! Heard enough stereotypes?

As a manager are you reinforcing wrong opinions about other departments in your company? If you are then make this the day you quit.

Today's competitive environment coupled with daily economic challenges means every segment of your business has to perform on target!

You can drive growth or drive a wedge — your choice.

Be encouraged,

Barry

Collaboration or Compliance

Do you expect the team you manage to just “get the job
done” (compliance) or do you expect a lot of “cross functional communication” to get the job done right every time (collaboration)?

Your customer or clients expectations have become diverse and demanding. Every team member in the process needs to be aware of how their work is impacting everyone else and what they must do if your team is to score.

So, coach, what will you do today to move your team from compliance to collaboration?

-Barry

Coach or Cop?

Do your associates (the people who report to you) see you as the coach on the sideline who will help them win? Or do they view you as the cop lurking in the shadows ready to pounce on you, ticket book in hand? There is a big difference.

If we think there's a cop up ahead we slow down, act innocent and as soon as he is out of sight, we go back to breaking the rules. On the other hand, we glance at our coach frequently for advice and listen intently when he calls time out and wants to chat!

What would your team's performance be today if they thought you were trying to catch them doing something right?

˗Barry 

Birth of a Start Up

This week we will celebrate the most successful start up in the last 500 years...the United States of America!

So, how did they do it? First, they brought together the key stakeholders (delegates) and gave them a creative voice.

Second, they divided leadership according to talent. Ben Franklin could do one thing, Thomas Jefferson another.

Third, they recognized the enemy...in fact they could smell the powder from their muskets.

Is the business enemy closing in on you? Use that as motivation. Assemble your team...assign tasks based on talent. And get a big bell you can ring (preferably with a crack) and sound it every time your troops score a victory!

Happy Birthday America...you have been very good to me.

Barry

Be a Better Manager

Francis Bacon, one of the greatest thinkers in history, wrote these insightful words, “Old wood is best to burn, old wine best to drink, old friends best to trust and old authors best to read.”

How can you claim to be a competent manager and not be continuously reading something by Peter Drucker?

Drucker is gone now but his influence grows. He was the father of modern management and the first genuine leadership mentor in the western world.

Google him. Click on anything he has written. Read it. You will be a better manager in days and a better person immediately.

Be encouraged,

Barry