Is It Worth It

Date: 2015-10-07; view: 588.

Basic Management Skill №4: Monitor

Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn't going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A key customer will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to be always aware of what's going on so you can make the adjustments required.

This is an iterative process. When something is out of sync, you need to Plan a fix, Organize the resources to make it work, Direct the people who will make it happen, and continue to Monitor the effect of the change.

Managing people is not easy. However, it can be done successfully. And it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.

Jim Morris and Betsey Upchurch «The Practices of Successful Managers»

http://www.businessknowhow.com/manage/successful-manager.htm

If you are a recently promoted manager, or if you define yourself as part of "middle management," this article is for you. If you manage managers, this article is for you, too.

First, the good news: As a manager, you have the opportunity to lead, supervise, mentor and motivate others - and your ability to do so effectively makes a huge difference to your company's overall success. In fact, the success of your company has as much if not more to do with your performance as it does with the performance of the CEO and his or her senior team.

Now, the bad news: 50-80% of all middle managers fail to achieve the expectations of those who promote them. With over 5 million managers in this group in the U.S. and Canada, that's a lot of missed expectations! Why is this so, and what can you do about it?

Research shows that you are more likely to be successful as a manager not by fixing your weaknesses, but by understanding and working around them. Time and time again, we have seen managers gain the support and recognition they deserve by being genuine and humble instead of arrogant or fake.

Through our work with managers in a variety of industries across North America, we have observed the management habits of thousands of successful middle managers. We have distilled them down to the following successful practices: