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Powerful management skills to make you a better manager.

Management skills to be a better manager, from the Outstanding Manager Program. Including Great Working Relationships, Give and Get Feedback, Be a Brillian Coach, Maximum Delegation, as well as Time and Priority Management.

Keen to develop your leadership and management skills?
Do you want to be a better manager?

Mike Chitty, developer of the Outstanding Manager program, has outlined here some top management skills and tips.

If you want to develop your management skills but perhaps feel hesitant about management courses… then read the top tips below.

What makes a good manager?

Firstly, a good manager knows how to help others to do their best work. This requires a set of skills and behaviours as well as attitudes.

In summary, a good manager:

Succeeds in building positive and trusting relationships
Is respected by the people who work for them
Regularly gets the right things done
Is coachable, and as a result is always open to learning
Not only has the courage to be honest about what is going well, but is also honest about what isn’t going so well

With the above in mind, key managment skills from the Outstanding Manager program by Mike Chitty are outlined below, coupled with 5 corresponding top tips.

Mike is an experienced facilitator, trainer, coach and consultant. Currently, he offers online management training workshops at £25.00. View the upcoming sessions here or book straight onto the next session below. Limited free spaces are also available, so please take one if needed.

https://www.eventbrite.co.uk/e/how-to-be-an-outstanding-manager-introduction-and-overview-tickets-104933362512

Management skills:

Great Working Relationships
Giving and Getting Great Feedback
Being a Brilliant Coach
Maximum Effective Delegation
Time and Priority Management

1. Great Working Relationships

Undeniably, great working relationships are vital to outstanding people management. Recognising different personality types and then changing your approach accordingly will certainly get you the best response.

Tip 1: We all under-perform at times. To manage an underperformer and get them back on track, you must want them to succeed. Unless you can be positive about them, you and they, are unlikely to otherwise succeed.

2. Giving and Getting Great Feedback

Simply put, feedback is information that changes behaviour. This is a powerful tool to get more of the behaviours that work, and less of the behaviours that don’t. As a result, feedback is the answer to most of your performance management challenges.

Before you can start to give feedback however, you must understand the behaviours that create or destroy value. What do you need more of? Or less of? Recognise these labels i.e. ‘professional’, ‘unprofessional’, ‘caring’, ‘lazy’, ‘pedantic’ and ‘detailed’ for example. Then, comment on the behaviours that trigger these words to provide feedback.

More commonly, the focus of most managers is on improving the behaviours of others. An outstanding manager focuses on improving their own behaviours. Getting feedback without a doubt helps you to be a better manager. With this in mind, develop a way in which your colleagues can easily give you feedback.

Tip 2: Only give feedback when you see a behaviour that you want more of or less of at work. Use it positively and deliberately to shape future behaviours, and most importantly, never to punish.

In truth, sometimes feedback doesn’t work. Simply because the person getting the feedback does not have the knowledge, skills or desire to change their behaviours. In this situation, the outstanding manager has to move into a coaching role.

3. Being a Brilliant Coach

An outstanding manager will coach every member of their team so that all of them learn something every week that helps improve the organisation, making things better overall. From agreeing objectives to planning the learning process, as well as celebrating success.

Tip 3: Expect learning to happen every week. Ask about what your team member has learned in their 121s. Share your learning too.

You can learn more about this management skill in Session 4 of the Outstanding Manager Program.

Make.EE

4. Maximum Effective Delegation

Delegation is essentially about empowering others to develop their careers, to take on new responsibilities and work at the leading edge of their abilities. Equally, it also helps you to retain talented people who might otherwise outgrow their jobs.

Along with the above, you can get the most value out of your team and get them working at the edge of their potential too. So many managers have bad experiences with delegation. For this reason, they often end up just doing the job themselves.

Tip 4: Offer each team member two or three significant delegations a year. In this way, they will develop quickly and start to feel comfortable with accepting greater responsibility.

5. Time and Priority Management

In reality, it is impossible to manage time. It slips by at the rate of one hour, every hour. We cannot make time, nor can we find it. But we can make choices about what we spend our time doing.

Tip 5: Set hard stops for at least three days of your week and get every team member to do the same. A hard stop is a fixed time at which you are going to stop working and finish for the day. When we have a hard stop it forces us to manage our priorities to get things done. No hard stop and time can just slip away…

In summary, developing key management skills will help you to be a better manager overall. But, if you really want to get the most of the people you manage, online coaching to develop essential management skills should really be your next step.

Find out more about these management skills from the Outstanding Manager Program.
Alternatively, feel free to contact Mike Chitty with any questions.

Managers and leaders know that most people are looking (consciously or not) for a number of things. These include:

autonomy – the freedom to decide what they should do, when they should do it
some control over their own future
a chance to plan, act and succeed
to improve things – to make them better
to take some responsibility – to enjoy it – to seek it
to be active rather than passive – to have an orientation towards action – rather than reaction to the instructions and orders of others
to be a person rather than a human resource – a cog in a machine
to be creative and autonomous
to be acknowledged, recognised and valued by others.

Managers and leaders can establish relationships with people that help them to look for, and find, these things. People develop, talent flourishes, relationships improve and performance can excel. This group of people usually respond very well to the introduction of effective management and leadership as they it offers a vehicle for accelerating progress.

However some people are not looking for any of this.

They do not want freedom, or responsibility. They want instructions, structure and clarity. They want other people to do the thinking and the creativity. They want to be the foot soldiers – doing an honest days work for an honest days pay. They do not see life as a vehicle either for their own self development or creative expression. They are not looking for self-actualisation but security and control. This group can be very resistant to leadership, seeing it as an intrusion. They are likely to resist development, and accept change grudgingly, if at all.

There are several things to consider here:

the first type of response is deemed ‘healthy’ – for society , the organisation and the individual. In these circumstances it is likely that people will thrive. The relationship is synergistic – what is good for the individual is likely to be good for the organisation and vice versa.
the second type of response is not ‘healthy’. It is a defence mechanism. It leads to staleness, frustration and at best mediocrity. It is characterised by a loss of synergy – the perception being that what is good for the organisation or society will not be good for the individual and vice versa.
the type of response that we find depends, in large part, on management and leadership style. For decades leadership has encouraged people to respond passively to direction to follow the ones who ‘knows the way and shows the way’. Some of it may be driven by personality or by experiences from the past or from outside the work context – but in most cases the response we get tells us much about our own management.

Go to the people

Live with them

Learn from them

Love them

Start with what they know

Build with what they have

But with the best leaders

When the work is done

The task accomplished

The people will say

“We have done this ourselves.”

Lao Tsu (700 BC)

Want to develop your own leadership and management skills?

Find out How to Be an Outstanding Manager…

Management skills: be a better manager

Powerful management skills to make you a better manager.

What makes a good manager?

Management skills:

1. Great Working Relationships

Tip 1: We all under-perform at times. To manage an underperformer and get them back on track, you must want them to succeed. Unless you can be positive about them, you and they, are unlikely to otherwise succeed.

2. Giving and Getting Great Feedback

Tip 2: Only give feedback when you see a behaviour that you want more of or less of at work. Use it positively and deliberately to shape future behaviours, and most importantly, never to punish.

3. Being a Brilliant Coach

Tip 3: Expect learning to happen every week. Ask about what your team member has learned in their 121s. Share your learning too.

4. Maximum Effective Delegation

Tip 4: Offer each team member two or three significant delegations a year. In this way, they will develop quickly and start to feel comfortable with accepting greater responsibility.

5. Time and Priority Management

Find out more about these management skills from the Outstanding Manager Program.
Alternatively, feel free to contact Mike Chitty with any questions.

Leadership – helping people find what they want…

H2BOM

Powerful management skills to make you a better manager.

What makes a good manager?

Management skills:

1. Great Working Relationships

Tip 1: We all under-perform at times. To manage an underperformer and get them back on track, you must want them to succeed. Unless you can be positive about them, you and they, are unlikely to otherwise succeed.

2. Giving and Getting Great Feedback

Tip 2: Only give feedback when you see a behaviour that you want more of or less of at work. Use it positively and deliberately to shape future behaviours, and most importantly, never to punish.

3. Being a Brilliant Coach

Tip 3: Expect learning to happen every week. Ask about what your team member has learned in their 121s. Share your learning too.

4. Maximum Effective Delegation

Tip 4: Offer each team member two or three significant delegations a year. In this way, they will develop quickly and start to feel comfortable with accepting greater responsibility.

5. Time and Priority Management

Find out more about these management skills from the Outstanding Manager Program.Alternatively, feel free to contact Mike Chitty with any questions.

Find out more about these management skills from the Outstanding Manager Program.
Alternatively, feel free to contact Mike Chitty with any questions.