Motivating Others . . .

 

Motivating others is not giving rewards.  There is a clear distinction between RECOGNITION and REWARDS.

 

· Recognition is given as acknowledgment of something that has been done well or in appreciation for good performance.  It is normally unexpected.  It can include praise, thanks and both tangible and intangible gifts.

· Rewards are previously known benefits that are expected when a certain level of performance is achieved.  They include, wages, salaries, benefits and incentives.

 

Of the two, recognition is by far the more powerful motivator in both the short and long term.  Additionally, managers always have control over recognition, but not always over rewards.

 

Tips for providing recognition . . .

· Ensure people have variety in their roles

· Personally praise people when they perform up to or beyond your expectations.  Thank them in person, write them a short note; send them an email or publicly (as appropriate to the person) thank them at the next team meeting

· Provide extra responsibility to those who seek it

· Include people who are good performers in prestigious events (e.g. visit to a customer/supplier, another city / state / country)

· Select people who are performing well to attend prestigious / exclusive training courses

 

©2006 The National Learning Institute

Setting Goals & Performance Standards

 

The critical aspect of this management strategy is to gain COMMITMENT rather than COMPLIANCE.  This can be achieved by involving your people in the setting, measuring and evaluation of their own performance

 

Tips for setting goals and performance standards with your people . . .

· Hold an individual meeting with each team member to seek his or her input and agreement as to what constitutes "effective performance".  The following process shows how to turn inputs (activities) into outputs (results):

· Take a sheet of paper and divide into 3 columns.  In the first column, list the responsibilities, duties or accountabilities of the role.

· In column 2, turn each item in column 1 into an output by adding “… so that ...“ or answer the question “ Why?“ 

· Ask your team staff to list how each output will be measured—include quantity, quality, cost & time. 

· Hold a team meeting to discuss how everyone can assess, evaluate and measure his/her performance.  Use the agreements as a basis for evaluating individual performance at a later date

· Hold brief performance review sessions with each staff member at least quarterly

· Let people know immediately when they have done well or not so well.  There should be no surprises at appraisal time.

 

©2006 The National Learning Institute

Building Relationships . . .

 

Developing personal networks by building relationships across the organisation (and externally), is another aspect that sets successful managers apart.  Not only will it help you in your role as a new manager, but these networks can survive throughout your career.  They provide you with three distinct advantages:

· Access to private information

· Access to diverse skills, knowledge and advice

· Power (personal as opposed to formal, i.e. positional)

 

Starting your Network . . .

· Take a sheet of paper and split it into 3 columns.  In column 1, list all the contacts you know

· In column 2, list “Who introduced me to this person?”

· In column 3, fill in “To whom did you introduce this contact” (the person in 1)

 

Tips for developing your network – become a “networker”

· Look for the person whose name keeps recurring in column 2 – these are good “networkers”.  You need to develop more of these to increase your own network

· If “Self” appears frequently in column 2, you do not yet have enough “networkers”

If you do not have many names in column 3, then you yourself are not yet networking hard enough

 

©2006 The National Learning Institute

ON THIS PAGE  ...

· Self Management for the New
Manager

· Communication for the New
Manager

· Developing Leadership

· Motivating Others

· Setting Goals and Performance
Standards

· Building Relationships

· Assessing Performance and Providing Feedback

· Leading a Team Discussion of Your Development Plan

Self Management for the New Manager

 

The new manager’s role is challenging.  Suddenly, you have moved from being a technical or professional expert where you knew most of the answers and how to really problem-solve, to being an “expert” people manager.  Well, that’s what most of the people around you expect you to be – and generally straight away!  Some tips …

 

1. Monitor your work hours.  Set a limit and stick to it.

2. Recognise and manager your signs of stress.  Find someone who knows you and ask them to give you feedback at least every two weeks.

3. Learn to delegate.  Failure to delegate is the most common failing of new managers.

4. Communicate, communicate, communicate!  This means regular meetings with your team members and your boss.  It also means talking over work issues with a partner, friend or trusted colleague (from another area).

5. Give praise and recognition.  Even “Thank You’s” are important.  Look for the things people are doing well and praise them.  If appropriate, also give public recognition.

6. Focus on what is important, not what is urgent.  In particular, talk with your manager about the three most important priorities he/she has for you in your role.  Make sure you focus on these at all times.

Finally, find yourself a coach or mentor.  This should be someone who has been or is a successful people manager.  Meet regularly with them to dicuss your issues, challenges and ways that you can learn and develop.

 

©2006 The National Learning Institute

Communication for the New Manager

 

You’ve been communicating all your life – so what’s so different about communicating as a new manager? 

 

The most important thing to keep in mind, is that now that you are a manager, other people are relying on you (your team, your manager, peers).  They are watching you to see what you say and do to get some clues as to how it will impact them.

 

Tips for communicating ...

· Always do what you say you are going to do.  If you can’t (for some reason), say so and if possible, why.  This builds respect and trust.

· Look to include everyone in your conversations, particularly those who are quiet or not actively participating (this is one of Nelson Mandella’s key attributes as a leader).

· Speak in terms that others will understand.  Avoid jargon.  Keep your language simple (politicians who fall out of favour, often make this mistake).

· Develop your presentation and public speaking skills – you will need them.  Undertake a training program.

· Ask people for feedback on your ideas and suggestions.

· Admit your mistakes.

· Develop a colleague who can regularly give you feedback on your communication style and content.

 

©2006 The National Learning Institute

Developing Leadership . . .

 

Leading is the one aspect that sets really good managers apart from the ordinary.  When you have “arrived” as a leader, your people will do things for you because of who you are, not what you are. 

 

Once you have been in the role 12 months, ask yourself; “Would people do this for me if I were not their manager?”  If you can answer “Yes”, then you have made it!

 

Tips for developing leadership . . .

· Hold regular team meetings.

· Meetings should always be 80% future oriented and 20% past. i.e most of the meeting should be discussing what we are going to do, not what has happened.

· At each meeting:

· Update the team on what is happening outside the team.