HOW GOOD OF A
MANAGER ARE YOU?
ASSESSMENT
TOOLS/RESOURCES
IMPLEMENTATION STRATEGIES
Mickey Stone
WHAT TYPE OF MANAGER
ARE YOU?
AUTOCRATIC
- Top down
- Dictate
- Reactionary
- Bottom Line
- Stand Off
DEMOCRATIC
- Bottom up
- Realistic
- Participative
- Supportive
- Humanistic
WHAT TYPE OF MANAGER
ARE YOU?
- Empowering
- Profit Minded
- One Minute
- Combative/opposite side always
- Direct first listen second
- Architect
- Sergeant
- Behind closed doors
- Via email
- Coach
ASSESSING YOUR
PERFORMANCE
MANAGEMENT
EFFECTIVENESS
Handout
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Do you Communicate Effectively?
Do you Create Good Rapport?
Do you Eliminate Contributory Factors?
Do you Take the Time to Motivate?
Have you Instituted Helpful Mechanisms and
Systems?
 Personal Case Scenario
BEST PRACTICES FOR
MANAGING
 Leadership
 Effective Communication
 Active Listening with 1 Minute
Managing
 Feedback with Strategies as Needed
 Trust, Empowerment and Positive
 SMART
OUR BEST PRACTICES
MOST COMMON MISTAKES
MANAGERS MAKE
Managers are above the actual day
to day work of their area of
management
Co-workers do not want to see a leader walking around a
business barking orders. The effective manager will treat
co-workers like valuable resources and they to understand
the trials and tribulations of living paycheck to paycheck
and strive to meet the goals of the business.
The effective manager is selling the idea that everyone is in
the same boat; targeting goals, working together and
achieving their mission.
Exuding a non-caring attitude to
individuals and situations
The worker figures out from the quality of all this support
whether or not the boss cares about the worker. In addition,
whatever that standard for caring is, the worker turns
around and uses it to treat the company's customers and
other people in the workplace including bosses in the same
manner.
Lack of honesty and stretching the
truth
The boss states that a particular tool or piece of equipment is adequate
while the worker knows this is not true, the worker assumes that the
boss knows better and thus concludes that the boss is being dishonest.
The message is that a low standard for honesty is OK. "If you can do it
so can I" takes over from there.
The workers will disclose most if not all problems if you listen to them.
And by the way, if most of them line up against one particular thing,
rest assured that thing requires major fixing
Not listening to their consumers and
employees
Poor listening is the key to inferior leadership?
Leadership can send messages by simply going out and listening to
employee complaints and suggestions about how you support them.
Once you find a situation correct or change that condition and do it to
the reporter's satisfaction. This corrects the problem thereby making
the worker's job easier, corrects your poor leadership from leading
others toward other than very high standards and provides living proof
that you really care about your people.
This process of detection and correction teaches workers how to solve
problems, how to treat customers and how to use value standards in the
workplace.
Employ interactive leadership:
Reading your people
 Listen to their complaints and suggestions
 Accepting their complaint
 Apologize for the issue
 Voice tone
 Facial and body expressions
 Regain their trust
 Employ corrective action together (Specific, Measurable, Attainable,
Realistic, and Timely - SMART)
WHAT DO YOU DO WELL?
 What are some of your biggest
accomplishments to date?
WHAT DO YOU STRUGGLE
WITH?
 What are some of your failures or areas that
you feel you are below the bar?
CORRELATE
 Do any of your accomplishments correlate
directly to your management strengths and
the skills you perform well?
 Do any of your failures correspond to any
of your avoidances or procrastinations?
Scrutinize areas of failure or
unmet goals
Was it due to:
 Skills/knowledge or the need for additional
training?
 Way it was communicated and the maintenance of
your goals?
 Available resources?
 Someone managing down (micro)?
 Personnel?
 Lack of active involvement on your part?
Tools & Resources
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Assessing Your Performance
Disc Behavioral Scavenger Hunt
Marston’s Model
Disc Conversational Identifier
Disc Personality Profile
Feedback Tips
Managing Difficult People
Implementing SMART
Four Stages of Team Development/Motivation
Tools for managers
Implementation
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Designate areas of needed improvement/prioritize
Brainstorm with group
Designate Pathway
SMART
Utilize any or all the tools needed
Active Management of the Plan
HOW TO MANAGE UP
 In the Loop
 Consistent Performance
 Communication
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Style
Receiving
Amount
Timing
 Making their job easier-The Bridge
 Knowing when they will approach you
 Your Case Scenarios
THE SNOWBALL EFFECT
 Take one idea & implement by
 One more by
 Nothing ventured nothing gained
THANK YOU!
Program Design & Facilitation for:
Training
Education
Assessment
Management
Mickey Stone
860 Texas Hill Road
Huntington, VT 04562
(802) 434-4152
Cpage3@aol.com