Aligning yourself with company goals

Human beings are in general very unique. No two people are the same, nor do they think the same or have the same opinions on everything. It is this quality that makes us all individual, but it can also be a disadvantage.

The hardest part of being a manager is getting every one of your fellow employees on the same page. It’s natural for everyone to have their own opinion on different matters. It’s also safe to assume that those opinions are not always going to be positive.

The old school way of thinking is to resist change and new ideas. This is quite natural, especially for some employees who may have been with your company for a long period of time. If things went so well in the past, then why are we changing them now? The answer is that in business, change is necessary to survive.

A good approach to this type of rejection is to have a meeting, starting at the top and working your way down the ranks, establishing an expectation of how to handle changes. Let your peers and subordinates know that your job is to embrace change, not question it.

After all, we are leaders. If your company spends the time and money to roll out a new program, it expects you to make it work as quickly and efficiently as possible. Make sure everyone understands that you fully intend to support it and give honest feedback, not negative responses.

It’s not our position to simply refuse to do something. This is the kind of action that will lead to you standing in the unemployment line instead of climbing the ladder. Changing your employee’s philosophy on this is certainly not an easy task, but it’s necessary.

Set your expectations and follow through on them. It may take some time for everyone to know that you mean business, but in the end it’s a hurdle worth making.

Negativity in the workplace

There is perhaps nothing more destructive to a working environment than negativity. It is a phenomenon that can start with one or a few people and quickly spread like a bad rash. How does negativity start, and what can you as a leader do to prevent it?
One of the most common ways that negativity starts in a workplace is through bad working conditions, or a management team that doesn’t listen to their associates.

Bad working conditions can include a dirty work area, bad coffee in the break area, or even a dirty or broken microwave that maybe you haven’t bothered to replace. It could also mean not having the supplies or resources necessary to do the job. These are the physical examples of what can spawn negativity.

Another cause can result from your action or inaction on problems that your workers encounter. Typically a leader has to deal with numerous problems that are brought to their attention every day, and oftentimes they can be overwhelming. These can vary from problematic customers to issues that employees are having with other employees.

These are a little more troubling than simple physical problems. These sometimes require you to dig deep and spend a vast amount of time doing research or investigations. All companies have their own policies and methods of dealing with these types of issues, typically they are very time consuming.

It is imperative that you take the time to give due diligence to these problems. These are the type that can come back to haunt you, especially if it is something that can turn into a legal matter if it is not properly handled. And nowadays, that can be most anything.

A good way to prevent these types of things from happening is to spend a quality amount of time each day walking through your workplace. Don’t confine yourself to your office for too long at a time. Breaking up the monotony of paperwork is good for your mind and body as well.

Make your rounds and observe what people are doing and talking about. Pay attention to their physical reactions and the tone of their voice. You don’t have to be a psychic to tell when someone has an underlying problem.

If you can bring these problems to light and solve them before they become a large issue, you are saving yourself a lot of time and potential headache. Not to mention catching up with everyone and showing them that you care.

Accountability

No matter what term your company uses, the process of accountability can often be a stressful and daunting task. Many people are by nature afraid of confrontation, so most avoid it. But avoiding confrontation is not a quality you want to exhibit as a leader.

This would seem to be obvious to most, but a surprisingly large number of leaders in the business world today are indeed afraid of confrontation. This can create a multitude of problems as one can imagine.

If you study today’s workplace, you will notice that a growing number of people in this country lose interest in their jobs as time goes by. It’s not a surprise that as the years go by, people become bored with their jobs and complacent. That’s just human nature.

Now the dangerous part of this is that some people, over time, try and get by doing the least amount of work they can without losing their job. And this downward spiral will continue, and their behavior will become less and less productive.

Unfortunately, some people will resist your efforts to restore their job performance more than others. Some will change if you just simply acknowledge their declining performance. Others may require a stern talking to, or a bad performance review. Others will change only if you write them up. A few will just simply not change, and you may be forced to terminate them.

The important thing to take home from all of this is to just take action. If you take no action, then there will be no improvement. And in today’s workplace, companies cannot continue to be successful and profitable with less than average employees.

This is where accountability comes in to play. You have to send a message that you will hold everyone accountable for their actions, or lack thereof. There has to be a general knowledge that if an employee doesn’t fulfill their responsibilities, then they will face reprimand.

Now this doesn’t mean that you should become a loose cannon and write everyone up. It just means that you have to follow a few simple steps:

-Hold meetings and communicate your expectations from everyone. Ask questions and make sure everyone understands. You may even want to have them sign a copy of the topics that you cover as documentation in case they claim to have no knowledge of what was expected of them.

-Communicate your expectations daily. Observe your employees work and study the numbers and the paperwork. Let them know that you are following up on them.

-Finally, after you are comfortable knowing that everyone is aware and trained on your expectations, you start making moves. By now a great number of employees are doing as they should since the good ones are going to do what is necessary to get the job done. Now you can start dealing with the ones that still don’t take you seriously.

And there will be some that don’t take you seriously. By giving them reprimand, you are effectively taking action that is backing up your words. This will oftentimes help to change the associate’s behavior, and sometimes others that see that you mean business.

Unfortunately, sometimes there are people who will not respond even after action has been taken. These are typically disgruntled employees who just cannot be saved. But in terminating them you are doing everyone a favor. Some people are just afraid to make a life change as big as quitting their job.

I have terminated quite a lot of people over the years. Some have continued to dislike me because of it. Some have moved on to bigger and better things and thank me for my actions, as it was a veritable wake up call for them.

The biggest impact you will receive from taking this course of action is that your remaining employees will often respect you more. No one hates anything at work more than a disgruntled employee who brings everyone down and spreads negativity. It is much like a disease that spread through the workplace, crippling your efforts to move up the ladder. Making yourself and your associates accountable for all actions and non actions is the key to solving this type of workplace problem.

Preparing yourself for the next level

No matter what position you may hold within your company, you always have to be preparing yourself for the next step. There are a couple of things that are important in doing this. First of all, you have to manage one level up. Secondly, you have to allow yourself the time necessary to gain the knowledge you need to climb the ladder.

Managing one level up is a relatively simple concept. If you are an assistant store manager, then act like a store manager. This also involves treating those who you directly supervise like they are assistant managers.

This is beneficial in several ways. For one, you entrust your associates to do your job. They get a feeling of empowerment which spawns loyalty and a stronger drive to succeed. It shows them that you trust them with important tasks, and may even inspire those that haven’t been performing up to par.

Secondly, it frees you up to learn what you need to learn to make that next step. You must use effective time management as well as delegation to have the time necessary to do this. If you want to be the boss, then act like him.

Taking the time to learn things that go past your current position shows your superiors that you are serious about helping yourself and the company to succeed. It also inspires those around you to put more effort into what they do every day.

Another benefit that comes from learning new things is that when you do get that promotion, you will already possess the knowledge that you need to do the job, making your transition go smoothly. It will then take less time to start learning what you need to know to make yet another step up the ladder.

These two concepts, when executed properly, will result in nothing but a positive outcome for you, your associates, and your employer.

Showing urgency while having patience

One of my personal favorite sayings is “you have to slow down to speed up.” There is a lot of truth to that statement. A common mistake that many professionals make is to try and accomplish as many things as possible in a given day, often in a hurried frenzy.

The problem that this approach presents is that when you are in a constant hurry, you miss the details. The minute things that make a difference between quality work and rushed work. Which brings up another saying: “quality not quantity.” But who says you can’t have your cake and eat it too?

But your employer expects you to show a sense of urgency, so where is the middle ground? The first step to accomplishing the ability to slow down is training. Trained associates will know what is acceptable work and what is unacceptable. This will prevent many problems from occurring in the first place.

Trained employees will be easier to delegate to. When you use the power of delegation you can accomplish things without actually having to do them yourself, freeing you up to do more important things, and giving your employees a sense of importance at the same time.

These steps will help you prevent having to put out “fires” and spend more time being proactive and anticipating problems before them happen. After all, who is more likely to escape a burning building, someone who is rushing around panicking or someone who is calm and level headed?

The best image you can portray to your superiors is that of a calm, rock-like persona. You are never thrown off course by anything that happens. No bump in the road can steer you off course. You have a backup plan for your backup plan.
Another benefit of this approach is that you will generate a virtual idea factory amongst your employees. Then the solution to a problem or a key planning idea is only a conversation away.

Taking this approach will instill a sense of urgency in your employees, so that you can go back to doing what you do best – managing your business and furthering your career.

Effective Time Management

Ahh, time management. Two words that are so scary to some people, and unachievable to many. Most people in our profession have way too many things to do and never enough time. Sound familiar? If so, your first move is to slow down. You have to slow down to speed up!

It sounds a little crazy, I know. I have worked with countless managers who run around like beheaded chickens. They’re sweating up their nice shirts and ties, seemingly working very hard, but never seem to accomplish all of their tasks in a given day.

Not me, however. I never break a sweat. How is this possible? Effective time management. Sure, I know things get overwhelming. You have a plan to start your day, and you’ve got it all figured out. Then things start to go awry. The projects you delegated take longer than usual. Your associates run into problems with their projects and come to you for advice. Half your crew calls out sick. Your plan is falling apart.

How do we solve this dilemma? First of all, you have to stay calm under all circumstances. No matter what happens, you are the leader and set the example. If there is a bomb threat and you start running around screaming and flailing your arms around, what do you think everyone else is going to do?

Instill an environment of calm into your work environment. Calm minds think rationally, excited minds think irrationally. Let your people know that you will not be deterred from your ultimate goals. Get them in the mindset that problems present exciting challenges to be overcome.

Make a list of priorities. Tackle the most important things first. Delegate everything you can, because you need to be free to help solve problems when they arise. Plan ahead and think of any problems you might face in every task. Communicate these potential problems with your associates before they happen, and have a plan in case they do happen.

Set aside time for your planning stages. No matter what is going on, you must be proactive. Reactive managers fail miserably. You can’s spend all of your time putting out fires. This is where good managers go down with the ship.

Stay organized. Ever seen the desk of a disorganized person? What if you need a certain document out of that pile of mess? You’ve just wasted time that you could have saved if you were organized. I keep a 52 week file, and that’s it. Everything I need is in one file cabinet. Don’t be a pack rat, only keep what is essential. Sort your emails by folder for easy reference.

Until you get organized and get yourself in the right frame of mind, you will not succeed. If you are running around all day, you won’t see the ever important details of what is going on. Good managers have time to stay informed, so they have all the answers. That’s what being a leader is all about.

Communicate, both with those above you and below you. You are the catalyst. It is imperative that everyone in your organization knows what your goals are. You must all be working for the same reason. Taking the time to communicate effectively eliminates a lot of potential problems down the road.

I have the same reaction every time someone asks me how I get so much done by doing so little. You have to slow down to speed up. It’s not a new philosophy, it’s an ancient one. Look at the greatest minds of the greatest leaders. From war generals to sports coaches, it’s all about the planning. Planning overcomes raw talent. And effective time management is the key to success.

The art of delegation

Delegation is not just a philosophy, it’s an art form. Ask anyone who manages people for a living, and they will tell you that it is the heart and soul of what they do. The ability to ask people to do things for you and get satisfactory results is a powerful tool.

But you first must establish somewhat of a report with your employees. They must trust your leadership. This is accomplished both through getting to know them and listening to their concerns.

Oftentimes people just need to air out their frustrations. It is important to take the time to listen to them if nothing else. Even if you cannot solve their problem, listen to what they have to say and provide honest feedback. If you tell them you will need some time to solve their problem, then follow up with them.

The next step is to train them. Provide them with the tools they need to do their job effectively. Once they accomplish this, provide them with the tools they need to do your job effectively. You can never over train someone.

Then you have to challenge them. Providing a person with a challenge is the best way to motivate them. Once they have the tools to succeed, provide them with a task that makes them think and be innovative. Sometimes the results may not be up to your expectation. But sometimes they may exceed your expectation.

The important thing is to provide feedback after the task is completed. Once you go through this process numerous times, the results will improve each time. This is all part of the developmental process for your associates.

If you follow these steps, delegation will be a powerful tool for you. Not only will you get things accomplished with minimal effort, you will provide your associates with invaluable work skills that will help you, your associates, and your company.

Why micro managing is not the answer

There is nothing in the world that gets my blood boiling quite like the fine art of micro management. I learned the hard way early in my career that micro managing is a bad thing in more ways than one. You see, I worked for the ultimate micro manager, and it stunted my career for years.

A micro manager, by definition of the Webster’s dictionary, is "to manage with great or excessive control.” Oftentimes those who micro manage don’t realize that they are doing so, or realize how destructive their style of management has become.

In contrast to giving general instructions on smaller tasks while supervising larger concerns, the micromanager monitors and assesses every step, and avoids delegation of decisions. Micromanagement is often easily recognized by employees, but micromanagers rarely view themselves as such. Micromanagers will also refute such claims by citing their management style as "Structured or Organizational", this is part of the denial process.

So what’s the big deal, you ask? The notion of micromanagement can be extended to any social context where one person takes an inappropriate level of control and influence over the members of a group. Continued micromanagement can result in disengagement. A disengaged employee puts in time but little else, and their apathy affects not only their own productivity but that of his/her colleagues. Because a consistent pattern of micromanagement tells an employee you don’t trust their work or judgment, it is a major factor in triggering disengagement.

Extreme cases represent dangerous management pathology. The latter is characterized by an obsessive style of management and is closely related to workplace bullies, narcissists and other management pathologies. Micromanagers like many addicts are the last person to recognize that their addiction is in controlling others.

Micromanagement may arise from internal sources, such as concern for details, incompetence or insecurity. While the main drivers are internal and are related to the personality of the manager it also can be partially attributed to external pressures such as organizational culture, severe time pressure, increased performance pressure, instability of manager position, etc. Severe forms of micromanagement may be related to obsessive-compulsive disorder. In other cases of excessive micromanagement, the manager may feel that by implementing processes and procedures to execute orders and instructions, this enables the manager to feel and be able to demonstrate his or her usefulness and a valuable role in the overall business activity. This type of manager may actually lack the competencies and creative capabilities necessary for the job, and therefore 'creates' the environment by which to demonstrate self-worth.

Less frequently perhaps, it can also be seen as a tactic used by managers to eliminate unwanted employees, either by creating standards employees cannot meet leading to termination, or by creating a stressful workplace causing the employee to leave. Regardless of the motivation the effect can create resentment, damage trust, and usually inhibits efficient teamwork.

Micromanagement can also be distinguished from the tendency of the manager to perform duties assigned to the subordinate. Benign forms arise when the manager can perform a worker's job with more efficiency. In severe forms, the manager does not have the required competencies of efficiency but still tries to dictate to the subordinate not only what to do, but how to do a particular task; he delegates responsibility, but not authority. It is also connected with requests for unnecessary and too detailed reports ("reportomania").

Typical examples include but are not limited to the area of performance feedback. A micromanager tends to require constant and detailed feedback and tends to be excessively focused on procedural trivia rather than on overall performance, quality and results. Frequently, a micromanager would accept much more detailed and trivial information from employees than he can actually process. At the same time, decisions may be delayed, overall goals and objectives are often not clear, information flow between employees may be restricted, and the direction of a project may be changed several times in opposed directions; the outcome of a project might be less important than retaining a feeling of control.

Micromanagers are usually irritated when a subordinate makes decisions without consulting them, even if the decisions are totally within the subordinate's level of authority.

Severe forms of micromanagement usually completely eliminate trust and can provoke anti-social behavior. They often rely on inducing fear in the employees to achieve more control and can severely affect self-esteem of employees as well as their mental and physical health. Because manager-employee relationships usually include a difference in power and age, psychological structures in micromanagement relationships can replicate issues in parent-child relationships, such as double binds, or having critical parents which inhibit development of adequate self-esteem. Micromanagement makes it extremely difficult for employees to develop their skills and to grow and learn. In many cases it may be the best option for them to change their employment as soon as possible.

I dealt with a micromanager for several years, and I can be the first to tell you how destructive it can be to the workplace. Associates work in fear, always looking over their shoulder. Fear is not a desired emotion to have in the workplace. What you want are happy and productive employees with a sense of social responsibility. Show them that you trust their abilities and let them grow!

Generating Ideas and Building Value in yourself

One of the best ways you can get noticed in today’s business world is to develop ideas that will be beneficial to your company. When done right, good ideas can generate sales and profit, not to mention your career as well. Every company in the world wants employees, particularly managers, that raise the bar, cut costs, and generate revenue.

The problem is that not everyone is a natural idea generator. Oftentimes you can find yourself in a slump, especially when you have been doing the same job for a number of years. But the charge to be innovative is what drives capitalism and adds value to you as a person in your organization. Being unique and innovative in a sea of thousands of professionals is tough work.

Nothing boosts your resume quite like a few innovative ideas or projects that you are credited for developing. So how do you continue to generate ideas even when you are stumped?

I utilize my greatest resource: people. The best ideas come from those who are in the trenches every day. Your associates are in touch with what your customers want and what they need. What better way to get some fuel for your latest project?
The best thing about using your associates for ideas is that you win in more ways than one when you use this method. Not only do you get great ideas that will further your career and help your company be more profitable, but you help to become more engaged with your associates.

The folks that work for you are dying for attention. Most managers don’t realize this, but the people that work for you are watching your every move. You are the one they look up to, whether they have good intentions or bad. When you step off of your pedestal and recognize them, it boosts their confidence and their desire to do well in their respective position.

So the next time you walk by Bob, ask him how things are going. Ask him specific questions about what customers have been asking for. Step back and take a look at the big picture, instead of worrying about every little detail.

Most would say that they don’t have time to talk to Bob about the football game last night. But that is exactly how you reveal your human side to your associates. No one wants to work for a boss that walks around spitting out orders all day. You have to earn their respect, and the best way to do that is find out what they are interested in and remember personal things about them. They don’t want you to be their friend, they just want you to be their boss.

If your employees know that you care about their opinion, they will eventually come to you with ideas. You won’t even have to ask. That’s the kind of advice that is priceless.

The power of empowerment

Ever feel like you are the only person that you can count on in your organization? It’s natural to feel this way. Day in and day out, you delegated tasks to your employees but things never get done, or they don’t get done properly and have to be redone. This is the trap that many fall into, and it gives birth to micro management.

This is why you have to empower your associates. Give them the time, tools, and training they need to be successful. Some managers fear that if they give away too much information, it makes them vulnerable or disposable.

I say nonsense. I train my associates to the point where they could do my job. Sound crazy? I look at it this way: the more my people know the more things get done to an acceptable standard. Great investment produces great results.

Take a look at your employees. Giving them responsibility is very encouraging to most people. It makes them feel important and needed. This in turn improves morale and productivity. If you are open and honest to them, it encourages them and gives them self confidence.

Ever feel like you wish you could clone yourself? If you train your employees properly, you can. If everyone that works for you knows everything that you know and practices what you preach, think of how productive and successful you can be together.

The best managers are the ones that can take a vacation and no one can tell the difference. If you succeed to the point that you are no longer needed, you are a good leader. Empower your associates to be leaders themselves, and help get them promoted.

All of this accomplishes multiple things. For one, you look like a champ. Everyone is envious of how you can accomplish anything. Your area looks the best day in and day out, whether you are there or not. Your associates are happy and productive. What you have is a team.

It also reduces your workload. Think of how great it would be if you have days at work where you really have nothing to do? You can spend that time on improving yourself. Study some things you don’t know. Become an expert at something else. Make an investment in yourself.

Then turn around and teach it to your associates. The stronger you are as a leader, the stronger your team. Everyone wants to improve, but few have the time to do it. When your team is empowered, you will be empowered to make those kinds of decisions.

Making an investment in yourself

Oftentimes, managers find themselves so enthralled in their work that they barely even have time to accomplish the most mundane of tasks. Dealing with people issues, scheduling, and customers can take it’s toll in this fast paced world. One of the things that many supervisors ignore is their own development.

But what good is it to continuously give and never receive? Sometimes you have to just put your foot down and take time for yourself. Do you feel stuck in your position, like you’re not going anywhere?

The reason is more than likely that you haven’t taken the time to develop yourself and your skill set. You have to strive everyday to learn something, at least one thing, new. You have to take the time to keep up with the ever changing world around you.

Making the time to do this requires discipline. You have to take the time to educate (rather than train) your associates so that you can entrust them to do the job without you having to do it for them. After all, you are the manager, so act like one.

This will free you up to take the time that is necessary to focus first on what changes your company is making. Most companies roll out new initiatives and programs quickly, and it’s up to you to learn them, embrace them, and put them in place immediately.

If you don’t execute new company programs, you will fail. The reason you are a leader in the first place is because your company decided that you were capable of leading. You have to set the example and be a resource for any information and problem solving ideas that your team may come to you for.

Once you have mastered this, it’s time to work on generating the knowledge or the skills you will need to take the next step. Look to those above you for ideas and support. Make that time in your schedule to meet with your superiors and ask lots of questions.

What is it that separates your position from theirs? Once you find the answer to this question then you can work on obtaining the skills you need to take their position. It’s up to you to take the time to make that investment in yourself.

Consistency is the key

There is something that you can practice in your daily routine that will earn you respect, admiration, and accelerate your movement up the corporate ladder all at the same time. That something is consistency. Let’s take a look at how you can incorporate this into your day.

People are creatures of habit. It has been said that it takes 21 days to form a habit, but it probably takes twice as long to break a bad one. To be successful you have to get all of your employees on the same page, following the same policies and procedures, right?

This is where it gets difficult. How am I supposed to get hundreds of people to think and act like I want them to? You have to be consistent and persistent in your direction.

The first step, obviously is to know your company policies, procedures, and general rules for how to do things. I suggest spending a great deal of time learning these inside and out. As a manager you will be faced with questions many times a day, and you have to be able to give good answers to show that you are a strong leader.

Then you have to walk the walk. When you are observing projects, you want to let your associates know that you have faith in them by not doing it for them (see: micromanagement) but that you have confidence in their ability to do the job.

Give good clear direction before a project starts. Ask questions and make sure that your associates understand the importance of doing it right the first time. Make them repeat back to you the key aspects of the project, and the desired results.

In your meetings, drive home the same message. Start small and focus on the basics. You can’t overwhelm people with all of the details at once. Sit down and make a list of the things that you want to accomplish. Then highlight the three to five things that you find most important. That is what you will start with.

Most people don’t like having to repeat themselves, but at this stage it is necessary. You have to drive home what you want to accomplish until everyone knows it by heart, and begin to practice your philosophies.

Over time you can make these goals more complex. Just keep saying the same things and show your associates that you are strong in your beliefs. One of the common mistakes made by managers is to change direction too much. Remember, people are creatures of habit. They will remember what you say, and changing things too much will confuse them.

You must also show consistency in how you act. If you are going to write up Sally for her attendance, you must also write up Bob. Failure to do so will cause apprehension in the workplace. People won’t care what you have to say if they think that you play favorites.

It takes practice, time, and hard work. But if you remain consistent and patient, your associates will know what you want done and how you want it done without you even having to tell them. And who doesn’t want that? You’ll be left with more time to further your skills or work on special projects to accelerate your climb the corporate ladder!

Adapting to change

Change is a constant in the world of business. You have to change to stay ahead of the competition. Businesses have to constantly think of better and more efficient ways to operate in order to stay competitive in a competitive world.

So just when you think that you have mastered your companies policies and procedures, they change everything. It can be a frustrating scenario, especially when you don’t necessarily agree with the change. Maybe you have very strong feelings against it.

That can be a natural reaction to have. I have found myself in the same boat many times, I was completely convinced that a lot of changes we have made have been poor ideas. But what I came to realize during the course of my development is that it isn’t really my place to discredit these changes.

Voice my concern, I will. But that’s the end of it. Companies don’t want leaders who resist change, they want leaders who embrace it. After all, if the managers of a company don’t embrace and support a change then the associates won’t either.
It can of course be hard to embrace something that you are completely against. And maybe the change will fail like you think it will. But you don’t want to make it fail. You want to be the one who supports it and gives every effort to make it succeed.

Why, you ask, would I do this? And the reason is quite simple. It’s your job.
Your company most likely pays people specifically to come up with new ideas and programs. These people try to make things better and more efficient. Would the company you work for really get behind a new idea if they didn’t think that it would work?

Becoming an expert on a change is crucial. You must first study any information that comes down so that you can in turn become the expert. This way you can teach the new program to your group of employees.

Your employees will be skeptical as well. You must prepare yourself for this. Think about what possible apprehension they may have with the change. How will if affect them personally and professionally? Prepare for any backlash and remain positive.

Setting the example is what we as leaders get paid to do. Don’t spend time dwelling on something that you cannot control. Be sure and give feedback on any problems you may encounter when initiating a change, and remain positive to ensure success.

Managing without emotion

One of the toughest concepts to grasp and practice on a daily basis is managing with no emotion. Most people are emotional by nature, and when you spend the majority of your time at your workplace, this can be a tough task. It’s easy to let your emotions control your actions.

When you are faced with an associate that is “out to get you,” naturally anger and resentment take over. The feelings that you may have regarding this situation may be akin to “I’ll show them who’s boss.” But letting your anger get the best of you is a poor choice in this kind of situation. The best approach is to continue your business as usual and don’t let them see you sweat.

Some people take pleasure in making others mad or upset. Some just enjoy creating drama in their workplace. When you give in to this and give them what they want, you have failed in your job as a manager.

Another tough situation may occur when you have a top notch associate who suddenly develops a problem with coming to work, or a sudden drop in job performance. This can happen for a couple of reasons:

-Negative associates degrade their positive attitude. This is common in the workplace, especially when you are one of the few skilled workers in a sea of underachievers. Listening to other’s opinions about how you are working too hard, or doing too much, is an easy trap to fall into. You have to keep your top associates motivated and positive.

-The associate has problems in their personal life. Here is where you definitely don’t want to ignore them. Sit them down, one on one, and ask questions. The associate may not be willing to talk too much about a personal matter, but then again maybe they are waiting for someone to reach out and help them. When people have problems they tend to wait and hope that anyone will notice, since they are feeling vulnerable. You must keep emotions out of your conversation, but do show concern and a willingness to help them in any way you can while upholding the policies of your company.

Managing without emotion is not by any means easy, and it will take a lot of practice. Maybe you truly feel sorry for someone. But you have to step back and think about what the repercussions will be. If you bend the rules for one person, you have set a standard to go by. Other associates will know this and take advantage of it. Every decision you make is going to be analyzed and scrutinized. Make sure you make the right ones.

The best way to deal with these situations is to listen to the employee. Make note of their body language. If you mingle around the workplace daily, taking time to leave the office, and initiate conversation with your associates, you can usually avoid these problems occurring in the first place. It’s pretty easy to spot when someone is down.

It takes a strong sense of discipline to practice these techniques. It can be especially hard if you have been managing the same associates for a long period of time. It’s only human nature to care for them on a level beyond an employer/employee relationship. But a strong leader , who manages without emotion, is what your associates want and what will get you moving up the ladder.

How to be a good boss, not a good friend

Early on in my management career, I was quite popular with my employees. They loved working for me, and we had a great relationship. To top it all off, they were a very productive and loyal group of folks that made me look especially good. Sounds like an ideal situation, doesn’t it?

Well, not quite. As things progressed, I started to recognize the danger that was beginning to present itself. It’s only human nature to befriend those that you see and work with on a daily basis. What I didn’t realize was that I was slowly becoming everyone’s friend, not their boss.

So why is this so dangerous? Most don’t think there is anything wrong with this. Some would say that being friends with your workers is the best method of management. But I strongly disagree.

When you become friends with someone that works for you, you open the door to failure. No matter how much you think of someone, chances are they are using you to get away with things that you normally wouldn’t tolerate. Bob and you are friends, so you wouldn’t write him up if he called in sick to go watch the football game, would you?

Now you see where this is going. You let Bob slide a little because you like him. Then Bob starts to brag on his break about how you and him are cool, so he can get away with this stuff. The next day, Sally calls out of work because she is tired. Sally and Bob both have an attendance issue.

But since Bob is your friend, you ignore his behavior, yet reprimand Sally. Now you are showing favoritism, the most destructive thing you can do in a workplace. So Sally talks to Bob about how she got written up, and Bob brags about how he did not. Next thing you know, Sally is badmouthing you all over the place.

And since you happen to be a male, Sally’s friend mentions to her that you may have just exhibited sexual harassment. Next thing you know, you’re in a courtroom defending yourself. And guess what, Sally is going to win because you have no leg to stand on! Not to mention that your company is going to leave you standing alone, because they don’t condone such a thing and they already fired you for this behavior.

Just imagine if you promoted Bob ahead of Sally. Or if you were to pick and choose between everyone and this was happening on a larger basis. You would quickly develop a reputation, and not the kind that has a positive impact on your career.

The reality of it all is that your associates either like you, tolerate you, or despise you. None of this matters as long as you are treating all of them fairly and consistently. If you write someone up and they go over your head and cry harassment or favoritism, you will have nothing to worry about.

And they will, inevitably. People know what to say and do if they don’t like someone in a leadership position. It’s just a fact of life that someone at some time is going to try and get you canned. The key is to not give them a reason to can you.

What most associates truly want is a boss that cares about what they think and doesn’t treat them like a robot. Spend some time each day and ask people how they are doing. Talk to them at least for a few minutes about something other than work. For instance, I can tell you the favorite sports team of almost every associate that works for me. Another good piece of advice is to keep tabs on your associates when they have personal problems. If Bob’s mom is in the hospital, ask him how she is doing. Show an interest and care for your associates.

Inevitably, this won’t stop you from being accused of something bad one day. But if you impact your associates positively, they will back you up if anything happens. Just make sure that you didn’t actually do what you are accused of, in which case nothing will save you!

Forming good habits

Managing a group of people is a complicated task. No matter how well you plan out your day, there are sure to be bumps in the road that can either slow your progress or divert you off path completely. Still, it is important to have a list of goals for the day, sorted by order of importance.

At the top of your list should be staffing and scheduling. If you don’t have the right amount of people to get the job done, stop what you’re doing and get staffed. Scheduling is equally important because you need to have people there when your business dictates. Complete these two tasks above all others.

Your next step is to train your associates and set your expectations. Keep it simple to start with, then see how they respond and keep going. Some people naturally learn faster than others. You have to show patience and consistency to get results.

Now that your employees are trained, you must get them in the habit of recognizing problems, coming up with a solution, and implementing said solution. Over time, your skilled people will learn to do this without your input. Those are the people you should keep in mind for promotion.

Consistently practicing the same routine day in and day out is key. If you walk in the door every day at 7am, touring your work area and setting priorities, then do administrative work at 8am, you’ve established a routine. This is important because it forces you to do the same things every day consistently so you get in the habit of taking care of the important stuff.

Making a list of tasks is a good way to establish priorities and delegate responsibilities. I personally keep a detailed list of everything I need to accomplish for the day. Then I can go back through and highlight the most important tasks, and use strategy to figure out who I can assign tasks to and figure out how long they are going to take.

Being a good Manager involves removing obstacles that are in the way of your associates. You must provide the tools, training, and time for them to be successful. I prefer to manage one level up and focus most of my attention on analyzing numbers, training, scheduling, staffing, and taking care of any needs that my associates have.

Remember, you are there to support your people as well as set an example. You can’t consistently practice bad habits and expect your business to succeed. If you are ten minutes late everyday to work, expect your associates to think that it is acceptable behavior.

Of course, no matter how well you plan there are bound to be emergencies and fires to put out. The key is to plan for this. Set aside time to deal with situations that might come up throughout the day. Have alternate plans in case something happens.

This is why delegation is so key. The less you physically do yourself and the more time you leave yourself to manage the business, the more prepared you will be to deal with situations that arise. If you are too busy micro managing when someone has a crisis and needs your advice, then you might as well not be in your position. Make yourself available when needed, don’t overbook.

The sum of all these things is that when you have achieved the job title of Manager, then act like one. By establishing good habits, you can effectively run your business instead of letting your business run you!

Establishing your authority in a positive way

I have mixed feelings about changing the location that I work at. I am always excited about a new challenge, but it’s basically like starting over again. You spend so much time teaching and grooming your employees for success, and then you move on to start over from scratch.

I have personally changed locations with my current employer three times. And each time I find myself starting over, spreading my message again and again. It can be both challenging and rewarding.

The initial part is the hardest, and that is establishing your authority. How you bring yourself in and your actions over the first few weeks is key to your success or failure. Everyone will be watching your every move and trying to get a feed on you.

That’s why how you act is so important. You must establish that you are a firm but fair person who will be your mentor but not your friend. If you have problems at your current work location, a change of scenery is the perfect opportunity to start over.

Think about sports, for example. A lot of times a professional sports player is down in the dumps with his current team. Many times a change to a different team helps him make a total 180. This is also true in the business world.

I have found that the best thing to do initially is to not say much. I like to spend most of my first two weeks observing. A wise man once said to go through life with your mouth shut and your ears and eyes open. Truer advice has never been spoken.

There are only a very few select things you should be saying at this point. Initially, you want to just make sure you speak to everyone you see and start learning about who they are and what they do. Have generalized conversations with them, based on the information they volunteer to you.

Some good examples would be:

How do you like working in this department?

What are your short and long term career goals?

Do you enjoy working here?

This will not only gain the respect of your associates by showing that you care, but will also provide you with invaluable information about your new workplace. With your eyes and ears you will learn everything you need to know, or maybe some things that you didn't want to know.

Gathering information comes first. You may want to take notes on what you hear and see. After you feel comfortable in your new workplace, then comes the time to act on what you have learned. Hold meetings and establish your expectations. Then follow up by making your presence known and keeping an open door for any feedback or potential problems you may face.

After all, the people side of business is the most important part. You can crunch numbers like a pro, but if you don’t have any people skills, then you will sink fast.
Take the time to learn what makes your people tick, and you will be rewarded with loyal and productive employees.

About me

I have been in the business of management for around 15 years. I started at a very young age just by showing a good blue collar work ethic instilled in me by my military family. I was taught from a very young age how to deal with people and be a leader, all with great attention to detail.

The philosophy of management has changed a lot since I first started. Years ago the best managers were also the best workers, the ones who could get things done themselves. They worked long, hard hours and went home everyday exhausted.

I was one of them. I worked day and night, trying to do everything myself. I was moderately successful, but I never got everything done completely.

Then things started to change. I realized over time that I was working too hard and not developing myself. I saw the error of my ways. I started to slow down and realize what was going on.

Being a successful manager today requires tact, planning, and people skills. You have to be a delegator without being a worker bee. You have to be firm but likeable.
I put down the physical work and picked up books of policies and procedures. I held meetings. I changed my entire philosophy.

What followed was remarkable. I started getting interviews. And then promotions started coming. All stuff that I would have never been considered for in the past. And I got a reputation for getting things done. My main philosophy is "don't confuse efforts with results." Meaning, it doesn't matter how hard you work, the only thing that matters is the end result.

With all that I have learned, I still work with a lot of supervisors and managers that don’t get it. They still do the things I did in the past, and have little to no success. I try to set the example, but they don’t follow it.

This can be frustrating at times, but I decided to do something about it. I am writing this blog to help share my ideas and foster new ones. I want to have a community where others can discuss their success and learn from other’s successes.

You can contact me by using the link under view my complete profile or emailing me at cochise05@gmail.com. I love to get suggestions, ideas, or requests. If you like, or dislike what I write, leave a comment. I don’t proclaim to know everything, I just like to get ideas out and see what others think. Let’s work together so that we can all enjoy success!