9 administration Philosophies to design Teams Into Elite High Performers
I met with a prospect the other day and he asked me "What do high carrying out managers do differently than median managers?"
9 administration Philosophies to design Teams Into Elite High Performers
I paused for a moment, scanned the long list of behaviors in my mind; distilled my acknowledge down to the vital few things and told my prospect...
High carrying out managers:
clarify their understanding of their roles and responsibilities set non-conflicting short and long term priorities use a logical, transparent and duplicable decision-making process originate a well opinion out plan of action - they don't wing it originate a realistic agenda for executing their plans
We discussed my acknowledge in relation to the challenges his enterprise was facing and agreed to involve the final someone I needed to meet to close the deal.
I started the hour long drive back to the Atlanta airport and pondered a much deeper question.
Why do high carrying out managers behave the way they do?
I remembered request my mentor and colleague Alex Nicholas, (the author of Applied Concepts Institutes' Sales management Leadership Program), this very question.
Here's his acknowledge - High carrying out managers have a set of management philosophies at the root of their priorities and decisions. This keeps them focused on achieving results straight through improvement of themselves, the team environment and individual team members.
All management behavior is based on daily, demonstrable, non-negotiable standards, values and ethics.
Personal conduct, decision-making and daily activities must consistently reflect the values and high ethical standards embodied by the company
Leadership skills focus on vision, strategy, values and spirit
Leadership includes communicating a clear direction for the team, in concert with the corporate vision, strategy, values and goals. Leadership also entails developing and executing longer term enterprise plans and promoting a strong sense of the importance of individual and team contributions.
Management skills target tactical, shorter term development
Emphasis is on enhancing results by using proactive behavior, development sound tactical enterprise decisions, enhancing near term planning, enhancing the daily work environment, and fostering developmental relationships with individual team members.
Focus on team development
The most prominent priority for managers is the improvement of an elite, high-performance team. While accommodating individual employee's needs are important, enterprise and employee decisions should primarily be made to reserve the greater good of the team.
Team carrying out improvement begins with the manager's acceptance of personal accountability for team actions and outcomes.
Improving team carrying out starts with enhancing one's self in personal management/leadership skills, job adaptability and enterprise maturity.
The foundation of employee carrying out improvement is daily improvement that addresses their behavior.
All employees are recognized as having unique personalities. management focuses primarily on developing employee behaviors that are required to successfully accomplish the job.
Communication in the middle of Managers and employees come to be more efficient straight through a collaborative communication style.
Situations want differing styles of decision-making and communication, any way collaborative communication and decision-making processes can be synergistic.
Develop employees using nurturing relationships
By consistently using a collaborative coaching process, managers help employees take personal rights of the job and their productivity. Managers treat employees as "major accounts" for improvement and coach in the areas of job skills, enterprise maturity and personal adaptability.
Improved employee productivity results in increased employee tenure and sense of self worth
Leading and managing employees to work straight through a focused, disciplined, high-energy, and consistent coming is the most efficient way to growth results for the team and build employee job delight and tenure.
So it all comes down to the congruency in the middle of your management institution and the value theory that underpins the priorities you set and the decisions you make.
I would love to hear about the management philosophies that underpin your coming to development the numbers?
Add your voice to the discussion at my blog.
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