4 main functions of a wonderful manager

Choose the person to formulate their expectations from his work, stimulate it and facilitate its growth are the four main components of the manager role as a “catalyst”. If managers do not cope with this role, regardless of the technology and the ability of the leaders to inspire the company gradually fell apart, the authors of the book “First, break all the rules!” Bakingam Marcus and curt Coffman.

So, how to achieve the Manager’s positive responses to the questions important for the role of “catalyst”?

  1. In order to achieve the answer “Quite agree” to the question “Do I have the opportunity to work daily to do what I do best?”, you should be able to choose people. As corny as it may sound, in order to take people to a team, you need a clear head. You should be aware of the extent to which can change a person. You should feel the difference between the abilities, skills and knowledge. You should know what can and what can’t be taught. You should be able to ask questions that will allow you to consider trying to impress the presence of these abilities. If you do not know how, then you are clearly not the best Manager. If your team is properly matched, all of your efforts on motivation and development of staff will not have great success.
  2. In order to get the answer ” Fully agree” to the question “Do I know what is expected of me at work?” and “Do I have materials and equipment that are necessary for me to properly do my job?”, you must articulate your expectations from the work of subordinates. Your task goes beyond simple goal setting. No matter how interesting to think about future prospects, you have to direct the efforts of the employee to solve today’s problems. You should know where you have to enforce the rules, and where to allow the employee to use own approach. You must maintain a balance between the need for standardization and efficiency and the need for originality and special style. If you are not able to formulate their expectations, you will lose support, will be haphazard lurch from policy spaces of sets of rules to complete chaos.
  3. The answers to the question “did I over the last seven days of gratitude, or endorsement for a job well done?” and “I have a feeling that my immediate supervisor or someone else at work cares about me as a person?” depends on your ability to stimulate each employee. As a Manager, you can invest in your subordinates only one thing – your time. From someone you dedicate your time and how you spend to your success as a leader. To whom you deign to spend your time – at best, or weak? What will you be working over the disadvantages or advantages? Do you have someone much praise? If Yes, then in which case? If not, why not? You should be able to answer these questions, if you want to effectively help people achieve success.
  4. The question “Do I have the feeling that my immediate supervisor or someone else at work cares about me as a person?”, just as the question “Do I have to work person who encourages my growth?”, focus on your ability to help the growth of the employee. When a subordinate comes to you with the inevitable question “In which direction should I develop? You will contribute to my promotion?”, you should know what to answer. Whether you have to promote each employee? Whether to send the employee on a paid training? Maybe you feel too close with their subordinates? Can you be their overly close? What happens if you have to fire someone you care about? Whether you are a “debtor” in front of these people? Consider answers to these questions, because you will more than once encounter them, helping their subordinates succeed.

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