Core Management Skills

Do you have what it takes to manage effectively? Well, why such
a question? Because still many are in positions they do not really
deserve but are seated just because of how one's resume was
traditionally perceived.

See, management is not a fashion show. To be deserving, you
got to earn your wings by having the courage to bend rules when
necessary; by having the the fire to improve yourself; and by
having the guts to set a trend... all in a diplomatic way.

Here now is the first of three core management skills...

INTERPERSONAL SKILLS. Through your interpersonal skills,
you are able to better understand and relate with people.

You treat people as individuals who are different from one
another. You are sensitive to each person's unique needs,
desires, problems, interests, preferences and ideas. You don't
think of your people as just a means to achieve the goals that
you want to achieve.

You treat each individual as a person of worth in his own right.

Interpersonal skills help you to build a working team who can
achieve the task and who have the passion and commitment
to do a good job.

One who is possessed with good interpersonal skills has the
ability to relate to people in a considerate and effective way. This
means that he has the 3 C's... Care, Communicate and Challenge.

Interpersonal skills also help you build good inter and intra
personal relations in the work place and outside of it. Good
interpersonal relations with your peers and top management
contribute to your effectiveness.

Having such skill, you should see each of them as an ally and
as a partner. You should treat them as people who have a stake
in your career. This means, you must assume that your allies
are competent and smart; second, that they will not take any
action that will purposely intend to hurt you.

Viewing peers as allies and partners involves seeking areas of
mutual benefit and interest. Plan every move so that it is
mutually advantageous. See, you can't expect to agree about
everything with your ally but you have to work harder to find
common ground.

You must exhibit openness. Work at building mutual trust
and respect. Talk straight to your allies. Remember, it isn't
possible for any one of them to know everything, so give them
the information they need to know... to help you better.

You should treat your boss or your superiors as your partners...
senior partners. Partners who contribute to the achievement
of your goals, as true partners would.

When you think as a partner, you should not just silently stand
by when other partners (no matter how senior) are about to
make a huge mistake, overlook opportunities, or miss vital
information that could affect performance and success.

Again, you can not expect your boss to know everything; hence,
it would be good for all if you would know some things your
boss does not know about. Thinking like a partner means
sharing knowledge, even when the boss doesn't know and
therefore can not ask for it.

The underlying factor here is cooperation.

Bear in mind that every person is created uniquely yet with
good interpersonal skills... we can move mountains.

"If you do not believe in cooperation, look what happens to a
wagon that loses a wheel." - The Law Of Success

Let's join hands... together, WE WILL MAKE IT.

Take note... "People need people... just know where to tickle."

Seven Rights You Lose... The Second Half

Here now is the second half of the seven rights you lose.

YOU LOSE THE RIGHT TO HAVE FAVORITES.
You have to avoid being perceived as "too close" to anyone as
this would lead to perceptions of favoritism. While you may
share similar interests or hobbies with some of your people, this
should not be used as an excuse to constantly be with that
employee. You have to have equal time for all or at the very
least create a perception that it is so.

Part of the transition that you experience in your journey to
becoming a manager, is a difference in perspective and a shift
in focus.

As an employee, you were responsible only for what you did.
Your focus is on your own performance. For you, what counts
the most is achieving your career goals and your personal and
work-related concerns.

As a manager, you are responsible not just for your work. You
have become responsible for the work of others. If they don't do
well, you are accountable, you have failed.

You no longer do the job by yourself. You are a working leader.
You work with and through a team.

YOU LOSE THE RIGHT TO LOSE YOUR TEMPER.
You can be firm without being emotional and argumentative.
Keeping your cool contributes to your thinking straight. Emotions
can cloud your judgment and hamper your effectiveness.

As a manager, you need to master your emotions completely.
If you can not control your temper, you will have difficulty in
controlling others. In fact, you may also experience difficulty in
gaining the loyalty or respect of those who are under you. They
will never know for sure what your reactions are going to be,
specially if they bring a difficult problem to you... hence, you must
be both calm and consistent if you want their trust and respect.

It is therefore important to keep calm and cool, most specailly
during busy times when everyone is under pressure. When you
calmly communicate and do not get upset, you help get the job
done. Otherwise, you will be unduly adding to the pressure and
increasing your staff anxiety and tension.

Never let your emotions enter the picture when you are
correcting someone. Always focus on the action or behaviour,
never criticize the person specially in public, but point to him
what needs to be improved. The moment you become angry in
your attempt to correct someone's actions, the issue becomes
cloudy and obscure. The result will be nothing more than a
shouting match between two combatants.

Never yell at a person unless he's so far away you have to shout to
make him hear you. And even then, make sure he understands
the reason why you are shouting at him. Shouting or yelling at a
person only creates trouble.

Being cool specially in hot situations will earn you the respect,
understanding, and support of your people. If you lose your cool
and make a scene, what your people will remember is not what
you said but how you said it.

YOU LOSE THE RIGHT TO BUCKPASS.
You take responsibility for what happens in your department and
assume full accountability. You do not blame or point a finger at
others. Blaming is for the weak and incompetent; analyzing then
correcting is for the goal-oriented.

YOU LOSE THE RIGHT TO RESIST CHANGE.
As a manager, you are a facilitator of change. You must be
"change friendly". You need to be supportive and open to change.

If you constantly resist change, you and your department will be
at a stand still or will most likely find yourselves behind the times
and unable to catch up with changes specially in technology.

As a manager, one of your concerns is to help create and shape
the future of your organization. So remember, "if you are not
moving forward, you are most likely... moving backwards".


"Your position is nothing more than your opportunity to show
what sort of ability you have. You will get out of it exactly what
you put into it... no more and no less. A 'big' position is but the
sum total of numerous 'little' positions well-filled.." - TLOS

Leaders, readers... we only have one life to live and we are all in
this world together. Let not pride affect your ability to serve. Let
not selfishness cloud your heart to share. We don't need to see
people crawling in pain first, just to help.

As we all know, we should not judge a book by it's cover; hence,
give opportunity to those who seek opportunity. Take time to
have a long look into one's eyes and what you exactly require...
Only then will you realize that anything is, indeed, possible.

Take note... "With great power comes, not just,
great responsibility... but great sacrifice."

Seven Rights You Lose

So, you are a manager. Does this mean you could hold most
anyone in your organization by the throat? Certain not, in fact,
you got to be even more responsible and accountable with your
words and actions.

"Set it down to thyself, as well to create good precedents
as to follow them." - Francis Bacon

Be that example.

As a person of authority comes some rights you lose. Yes,
everything has a price even those in management.

Here now are the first three of the seven rights you lose.

YOU LOSE THE RIGHT TO A 9 TO 5 JOB.
Management is a 24 hour job. Your regular office hours are no
longer confined to 9 to 5. You come to the office early or leave
late whenever necessary.

Your focus is on results, not just hours worked. As they say,
"It is easy to be busy, it is more difficult to be effective."
Even when you are not in your office, your actions and
behaviour still has to be congruent with the desired standards of
your position and with what your organization stands for.

Once you become part of management, your family name is
no longer just your family name. You now carry the name of
your organization. Whatever you say or do will have
implications and will impact on others perception of your
organization.

YOU LOSE THE RIGHT TO BE ONE OF THE GUYS.
While you still maintain friendship and camaraderie with your
officemates and your team; you have to avoid being too intimate
or revealing of too much personal information. Doing so puts you
at risk, since your position involves making decisions that maybe
unpopular.

This does not mean, however, that you are going to keep your
distance. You can be friendly, without being intimate.

YOU LOSE THE RIGHT TO SPEAK FREELY.
This does not mean that you become a "yes" man. What this
means is that you use your discretion. You don't tell your people
everything particularly matters that are classified as still
"confidential". You tell them only what they need to know or
have the right to know.

As part of management, you are expected to support the decisions
of your superiors and top management. If you have any differing
opinions or ideas, you must raise these before the decision is
finalized.

Your support of the decisions of your superiors does not mean
you are pro-management. Rather, you are being pro-organization.
Once the decision is final, you are expected to be its spokesperson,
regardless of your own personal feelings. You are not supposed to
share your objections or reservations with your people. If you do,
you will most likely contribute to demotivating them.

Once they are demotivated, you have a problem.

As a spokesperson, you are also expected to explain management
directions and policies with enthusiasm and conviction.
You should always disseminate and explain all written directives,
memorandums, and circulars. You are not supposed to just
disseminate it or route it and ask for signatures, without any
explanations. You can not simlpy assume that if people have
read it in the bulletin board, they have understood.


Values, culture, and rights has to be set... as before we play a
game, we should know the rules; yet, sacrifices also have to be
made as responsibilities grow... and so, we have discussed for
this article the rights one loses as a manager.

"Service, sacrifice and self-control are three words which must
be well understood by the person who succeeds in doing
something that is of help to the world." - TLOS

Take note... "Greater responsibility would be entrusted to you
if you show you can be trusted."

Service That Sells

Customer Service has become one of the most important issues
facing businesses in every market. Customer Service programmes
come under a number of different titles... "customer service",
"customer satisfaction", "customer focus", "customer-oriented".
Their common theme is meeting the customers' requirements
and ensuring that all aspects of the business contribute to
customer satisfaction. The intention is to build repeat business.
If customers are satisfied with the product and the standard of
service they receive, they will return to the same company again
and again... for major or minor purchases.

Customer care has two aspects:

• The physical means of delivering customer service
• The attitude of the staff
  

A company wishing to improve its standards of customer care
could set up a customer care hotline to handle queries or
complaints... that would be the physical part of the equation;
but if the attitude of the staff who manned the hotline was
unsympathetic, the customer care benefit could be lost. Anyone
who wishes to implement an effective customer care strategy
should look for a balance between two. It is also important to
recognize that management and staff at every level affect
customer care and loyalty. Programmes that build a customer
care attitude must operate at every level.

Customer care can operate in a variety of ways:

• Offering customers the products and services that reflect their real needs;
• Offering greater levels of convenience which make iteasier for customers to buy from you;
• Providing a customer service centre where customers can make enquiries or complain;
• Improving the overall quality of service so that customers recognize a change in performance.
  

The most important aspect of any programme is to focus people's
attention on customer care and this can be achieved in a number
of ways:

• Running customer focus panels to identify customer needs and discuss their views on the quality of service;
• Issuing customer focus standards to ensure consistent standards;
• Introducing customer care programmes which give a high profile to the whole process of customer care;
• Running customer care programmes to ensure that all staff understand the importance of customer care;
• Introducing customer satisfaction ratings to measurehow well staff or departments are performing;
• Operating customer satisfaction incentive schemes to reward staff who have achieved the highest levels of customer satisfaction;
• Integrating customer care activities into business and marketing programmes to ensure that the whole business is driven by customer needs, and;
• Using customer care to build customer loyalty.
  

"The trick is to make sure you don't be waiting
for prosperity to come." - Lee Iacocca

Take note... "Treat your customers like family...
indulge but never overdo... then you'll see."