Management Style

Developmental/Performance Based

Commitment

Continually and periodically identify organizational objectives.  Define individual goals and responsibility in terms of results expected and measures agreed upon.

Develop a work climate that encourages trust an open communication.  Allow a free flow of work related (non classified) information.

Motivational leadership – employees want to be productive and efficient.

Set clear goals – must be realistic, specific, and ensure improvement.

Assess individual contributions to the work of the entire organization.  Provide impartial performance appraisals and recognition for superior performance.

Provide quality customer service at all times.

Begin with a NEEDS ANALYSIS

Where are we now?
…..Sales, service, quality, customer satisfaction, competition, training.
What are our strengths?
…..How can I improve upon them?
What are our weaknesses?
…..How can I eliminate them?

Identify my KEY RESULT AREA – What am I accountable for?

Identify a SUCCESS INDICATOR – How can I measure accomplishments?

Differentiate Between:
….. Tasks – Goals
….. Activities – Results
….. Effectiveness – Efficiency

Objectively consider all ideas even if they may conflict with my own.

Maintain consistently high expectations.

Concepts and Applications

Self Management

Learning and self-discovery – leads to positive, constructive action.
Objectivity – willingness to yield to constructive decisions rather than on instinct alone.
Be a role model – exemplary leadership.
Be a teacher – practice what is taught.
Account for behavior – initiate action, assure results.

Management of Work

Role and Mission – focus on priorities, key areas, commitment and results.
Objectives – define what, whom, where, when.
Plan of action – schedules, assignments, communication, implementation.
Review progress – vital signs, improve work, develop staff.
Link management objectives – budgeting to financial objectives.
Allow for a reasonable margin of error.

Management of Personnel

Training – focus on achieving work requirements.
Performance – assessment, improvement, development.
Discipline (without punishment) – use work objectives and incentives; supportive and helpful feedback.
Review potential – individual qualifications, availability.
Help others understand the objectives of their job.
Encourage others to achieve goals and to make their own commitments.

Management of Relations

Develop trust and teamwork.
Build supportive relationships – coach and helper, not judge or critic.
Effective communication – question, listen, respond.
Motivation – what methods work best and how to mobilize them.
Counseling – work related problems.

Management of Situations

Analyze and handle – define, identify cause and effect, initiate solutions.
Changing attitudes and behaviors – be alert to this in individuals and groups.
Constructive confrontation – emphasis on teamwork, goal achievement and objectives common to personnel and organization.
Reduce and resolve conflict – distinguish between methods that work and those that fail. Never become part of a conflict.

Expectations of Senior Management

Define results expected of me as a manager.
Provide me with tools to improve performance.
Offer or provide continuing training and education.
Motivation equitably in line with results.
Open flow of communication and data necessary for optimal performance.
Support and guidance from senior management.
Workload equitably balanced with objectives and the necessary tools and personnel.

Time Management

       

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Daily goals and completion times.
*  Review results – effectiveness, why or why not?
*  Did they contribute directly to long-range objectives?

Awareness of interruptions.
* Unnecessary telephone calls, visits, text messaging – how to control or eliminate them.

Time in meetings.
*  How much was necessary, how could more be accomplished in less time?

Record activities and results.
*  Is there a self-correcting tendency?
*  What steps can I take to improve results?

Delegation or assignment of tasks.
*  Utilize the effectiveness and talents of staff.  People want to be effective.
*  Do not make decisions below my level.

Prioritize.
*  Perform work immediately.  Weigh jobs for importance.
*  Handle unpleasant tasks quickly – eliminate emotional burdens.
*  Alternate difficult and easy tasks if possible.
*  Group similar tasks – reduces duplication.
*  Change tasks periodically – this is important if tasks are monotonous.

Plan my progress.
*  Most important jobs first.
*  Do not solve problems that are not primary to the objectives.
*  Do not work on problems that have no present solutions.
*  Delegate lesser difficulties to capable subordinates.
*  Work on projects that are more likely to succeed rather than fail.
*  Invest time effort on growth that is needed and that is possible.

Planning

Understand statement of purpose and mission.
*  Know what is expected of me as management and employee.

Define my goals.
*  Be sure they are measurable.

Collect all relevant data.

Select the best method to accomplish goals.
*  Eliminate unnecessary steps, simplify, prioritize.

Develop the plan.
*  Select tools and personnel, train personnel, eliminate obstacles.

Implement – revise plan if necessary.

Follow up.

Solving Problems

Define the problem.
*  Brief statement of problem.

Determine present unsatisfactory level.
*  Status, measure, condition, service…

Determine reasonable desired lever.
*  What is acceptable?

How did I arrive at desired lever?
*  Industry norms, accepted standards…

Determine possible causes.
*  Lists, brainstorms, investigation, research…

Determine most likely cause.

Determine possible solutions.
*  Comparisons of Lists, brainstorms, investigations, research.

Determine criteria for solution.
*  Contribution to objectives, cost, feasibility, time, morale…

Choose most likely solution and implement it.