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How to Be a Good Manager

Five Parts:Motivating Your EmployeesSetting GoalsDelegating

ResponsibilityCommunicating EffectivelyEmbracing EgalitarianismCommunity Q&A

In every large organization, there's a hierarchy of management that keeps the whole operation

running smoothly. A good manager is able to blend into the background, changing small

things here and there to great effect. Being a good manager is about leading by example. It's

one of the toughest jobs out there in part because you have to manage other people's

expectations and also because it's one of the least acknowledged tasks. Despite this, there

are several tricks of the trade that will help you successfully manage all your responsibility, in

style and with verve.

Part 1

Motivating Your Employees

1.

Motivate people. Why are the employees there? What keeps them with your

organization and stops them from going somewhere else? What makes the good days

good? What makes them stick with the organization after a bad day or a bad week?

Don't assume it's money - most people are more complex than that.
o Remember, our values are what make us "tick." If you manage by respecting

your team's values, they will give you their best effort.

o Ask the employees how they're liking their job on a regular basis. Encourage

them to be honest with you. Then take action based upon what they tell you.

o Offer perks that your employees will value. If health is important to them, give

them time to go to the gym and work out. If their family is important, respect

the time they may need to send their kids off to school in the morning or pick

them up in the afternoon.

2.

Make people feel good. The successful manager is great at identifying employees'

strengths and applauding them every once in a while. That's because good managers

know that happy people make productive people. Try to applaud your employees'

strengths both publicly and privately.

o In a meeting with your boss, for example, mention something one of your

workers did well. If your boss happens to mention to that worker that you said

something good about them, they're likely to feel that you appreciate them and

made the effort to put in a good word. That sort of compliment doesn't go

unnoticed.
o Privately laud what your employees do well. Tell them when you have a

moment. Go into detail. A private chat, however short, can have a positive

impact on morale, resulting in more self-motivation.

3.

Tell your employees how much you appreciate them from time to time. Just go out

and say it. Ask them out for a cup of coffee and tell them what you appreciate about

them: They're a hard worker; they effectively motivate other people; they're easy to

coach; they're disciplined or go the extra mile; they always cheer you up, etc. Don't

mince words just tell them straight out. An employee who knows just how much

they are appreciated will work harder, enjoy what they do more, and pass that psychic

happiness along to other employees.

Part 2

Setting Goals

1.
1

Under-promise, over-deliver. This idea can apply to several different areas of life,

but it's a great managerial mantra. Do you want to be the kind of person who has

wildly optimistic goals that they never meet, or do you want to be the kind of person

who sets measured goals and ends up exceeding them by leaps and bounds? Although

this is about image, image is extremely important.

o Don't be the kind of person who never shoots for the moon. Staying measured

in your goals doesn't mean that you should always play it conservative, never

setting high goals. A manager who never punches above her weight can come

across as lacking ambition. Even the conservative poker player knows they

need to go 'all-in' from time to time.

2.

Make sure each employee knows what's expected. Having concrete goals

empowers your employees and keeps them focused on work. Explicitly outline what

you expect, when the deadline is, and what you'll do with the results.

3.
3

Offer goal-oriented feedback. Providing your employees with quick feedback that's

focused on their work can help foster improvement. Meet in small teams or one-on-

one, and go over your comments in detail.

o Set up a schedule for feedback. Offer it regularly so that your employees know

when to expect it and can make space for it in their workflows.

4.

Hold yourself to the highest standards. We all know the kind of manager who

constantly shouts or bitterly complains when mistakes are made but gives themselves

a 'pass' when they fail. Don't be this kind of manager. Ideally, be harder to on yourself

than you are on your employees. This can have a trickle-down effect: Employees see

the types of goals and standards you set for yourself and want to emulate you because

they look up to you.

Part 3

Delegating Responsibility
1.

Delegate. You're a manager because you're good at what you do, but that doesn't

mean you're supposed to do everything yourself. Your job as a manager is to teach

other people how to do a good job.

o Start small. Give people tasks that, if performed incorrectly, can be fixed. Take

the opportunity to teach and empower your employees. Then gradually give

them tasks with greater responsibility as you come to understand their

strengths and weaknesses.

o Learn how to anticipate any problems they might have so you can coach them

properly before they begin.

2.

Assign tasks that will stretch your employees. As your workers begin to take on

more responsibility and demonstrate that they're capable, give them tasks that will

expand their skills and help them take more ownership of their work. Not only are you
finding out how much your employees can handle, you're making them more valuable

to the company.

3.

Assume responsibility for your employees' mistakes. When one of your underlings

makes a mistake, don't lord it over them; assume the mistake as your own, even if it

isn't technically yours. What you're doing is creating a culture where your employees

feel comfortable making mistakes.[1] This is a very important concept:

o Doing this allows your employees to innovate and, ultimately, to learn or

grow. Workers who learn from their mistakes will grow to become better

workers; those who fail to make mistakes in the first place usually play it too

safe, never venturing out into deep water.

4.

Don't take credit for your employees' achievements. Let them take credit for their

own achievements. This motivates them to continue to chase after success. The

successful manager is like a conductor that orchestrates the music so that each
element sounds as good as possible and resonates with the group as a whole. A great

conductor will lead by example, blending into the background.

o What happens if you're the type of manager who "steals" someone's idea and

plays it off as your own? You send the message that you only care about your

image and are ruthless enough to sacrifice someone else in order to get ahead.

That's not a great image to have, and it certainly doesn't motivate the people

below you to work harder.

o You may be thinking take responsibility for other people's mistakes and

don't take credit for what your employees do; where does that leave me? If you

do good work and you're an effective manager, you shouldn't worry about

dressing up your laurels. People will recognize the work that you do. Even

more important, they'll be impressed that you motivate your employees, know

how to be humble, and stay out of the way. If you work hard, you'll get your

dues.

5.

Acknowledge your own missteps. When things don't turn out the way you expected,

recognize what you could have done differently and verbalize this realization to your

employees. This shows them that you make mistakes too, and it also shows them how

they should handle their own mistakes.


o Whenever you're doing something correctly after having done it incorrectly in

the past, let whoever is watching know. For example: "The reason I know to

press this button is because this happened to me when I first started out, and I

made the mistake of pressing the blue button, thinking 'This will shut down

the system, which should resolve the issue' and I found out the hard way

that it makes the issue even worse!"

Part 4

Communicating Effectively

1.

Keep the door open. Always remind people that if they have any questions or

concerns, you're ready and willing to listen. Maintaining an open channel of

communication will make you aware of problems quickly, so that you can fix them as

soon as possible.

o Don't be one of those managers who inadvertently makes an employee feel

like they're bothering you when they bring up a question or concern. Instead of

seeing it as another crisis to manage, look at it as an opportunity to show your


employee how much you want this organization to be a fulfilling place to

work.

o Never minimize or dismiss the concerns of your employees, and always make

sure that you've answered their questions completely.

2.

Take an interest in your employees. Don't make every interaction with your workers

strictly business. Ask after their well-being, chat with them about yourself, and

establish a personal connection.

o Being in-tune with your employees' lives outside the office can potentially

alert you to times when that person needs extra consideration from you, for

instance if he or she requires sudden time off for a family funeral. If you can

be accommodating about upheavals in the personal lives of your workers,

they'll feel good about rewarding you with loyalty.

o Know your boundaries. Don't overstep and ask your employees about anything

too personal, such as religion, politics, or personal relationships. You can keep

up a friendly rapport without being invasive.


3.

Don't mix positive and negative feedback. Say you're giving your employee

feedback in a performance review. You start off by mentioning how great the

employee is to work with, and note one or two additional things they've excelled at.

Then you launch into an extended itemization of their deficits "sales were down

this quarter," "revenue slipped," etc. What do you think the employee hears most

resoundingly, the positive or the negative?

o When you mix positive and negative feedback, both areas suffer. The positive

becomes overshadowed by the negative, and the negative doesn't carry the full

force of its potential impact. Of course, there may be situations where you'd

want to communicate this, but on the whole it makes communication less

effective.

o When you silo positive and negative feedback, the positive stands out even

more and the negative becomes more urgent.

4.

4
Listen. Listen to what your employees and coworkers have to say. You don't always

need to be the driver of meetings, keeping others out by dominating the podium.

Always make a sincere effort to listen, but be on the lookout most during the

following situations[2]:

o When employees are actively sharing ideas. Don't butt in and talk just to make

sure your voice is part of the mix. This can put the idea-sharing into a

stranglehold.

o When emotions are turbulent. Let people voice their emotions in a safe,

controlled environment. Stifled emotions can turn into resentment, eroding

your working relationship. Similarly, emotions that are not adequately dealt

with can interfere with rational discussion, which should be the mainstay of

your work environment.

o When teams are building relationships or having discussions. Offer your

employees a receptive ear when they're building relationships and getting

creative.

5.

Clarify what you're hearing. A good manager not only strives to make herself

clearer, but also strives to understand what those around her are saying. You can do
this by repeating what the other person has said as a part of your conversation. Use

this technique when you're not exactly sure what the other person is saying.

o Instead of asking your co-worker "I'm sorry, can you repeat what you just

said? I'm not sure I understood." say something like "So you're saying that we

could drive up productivity by offering more meaningful incentives. What

might that look like in the flesh?"

6.

Ask questions. Intelligent questions show that you can follow the flow of the

conversation and clarify when necessary. Don't be afraid to ask questions because

you're worried about appearing "stupid." Effective managers care about understanding

what's important; they don't care about how they get there. Know, too, that others will

probably have questions and may not ask. If you ask their question for them, you can

act as a facilitator and build your team's engagement level. That's the true mark of a

manager.

Part 5

Embracing Egalitarianism
1.

Treat everyone equally. Most of us aren't as egalitarian as we'd like to be. Many

times, favoritism happens on a subconscious level. The tendency is to give more

positive recognition to the people who remind us of ourselves somehow and who

actually like us, rather than to the people who make the biggest contributions to the

organization. In the long run, it's people in the latter group who will make the most

progress in achieving the organization's goals, so monitor your own behavior carefully

and make sure you're not accidentally short-changing them, even if they give you the

impression that your positive regard doesn't affect them. Some people shy away from

positive feedback but appreciate it nonetheless.

2.

Treat your employees well. If you're good to your workers and they're happy with

their jobs, they'll pass that kindness on to customers and invaluably bolster the image

of your company. Or, they'll do the same for their employees and maintain a positive

corporate culture.
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What Makes A Good Manager?

What Makes a Good Manager?

Are You Management Material? This is an excellent question to ask as you are getting promoted to manag
others or have already been managing for awhile. There are many managers out there, but there are few g
ones. The goal of a good manager is to achieve stellar results through inspiring, leading, and developing yo
team. Developing skills to become a good manager is not easy. Just because you were a good team mem
does not automatically make you a good manager.

One who leads or guides is considered a great leader. You have to possess leadership skills. Vision withou
action is a daydream. Action without vision is a nightmare. You have to lead the team in a set of efforts. It
important to set and communicate clear direction to your team on what needs to be accomplished and how
be accomplished at a high level. There are many ways to get things done. Choose the best way and stick
it. Lacking the confidence to set direction, your team can easily get overworked and it can turn into a nightm
for everyone. A good leader has confidence and provides clear direction.

Make sure you delegate well to accomplish greatness with a team. If you limit yourself to only delegating sp
tasks, then you are restricting your team from helping you solve the larger problem. Assess your team mem
skills early, delegate issues based on only what you think they can handle. Own the large issue, break it do
into smaller ones, and let each team member help you solve the smaller ones. If you hold on too tight and
delegate tasks, then you will just end up doing most of the work yourself, and the team members might also
demotivated from not being challenged. Therefore, remember to delegate issues not tasks.

A good manager supports open communication. It is ultra important. If you cannot get your team to be ope
ask questions, you'll never get anywhere. Find a way to encourage your team members to ask clarification
questions. Give them some feed back on their works in progress. This will make your job easier in the long
as you cannot easily guess if someone may be confused or stuck. By encouraging communication, you can
create a safe environment for your team to ask questions, get feedback and escalate concerns. Communic
is defined as a giving or exchanging of information. Talking is defined as putting ideas into words.

Being a manager is not just about getting more things done. You also need to invest time to develop your te
This means understanding each person's skill level, career goals, and creating opportunities for them to lea
new skills while at the same time accomplishing what the company needs this team to accomplish. This pro
sounds like a lot of extra work, but it's worth it. When you care about the success of each of your team mem
they will in turn care about your success and go above and beyond to perform. A good manager invest time
people development. Find the value of an employee by inspiring them to be incredible.

In conjuction with a mindset to develop others, as a manager, it is critical to know how to provide constructiv
feedback. No one is perfect. Everyone has strengths and development areas. It is your job as a manager
each of your team members know how to leverage their strengths and provide good examples of where and
to develop.

This may sound simple but if you worked hard to get something done with your team, your ego may instinct
want to claim the credit since you are the team leader. Resist! Nothing demotivates a team more quickly th
manager who claims all the credit. Always give credit to your team. They will appreciate it. Leadership is s
and will naturally credit you even if you do not claim it. Your team will think you are a great manager.

A good manager defines their own management style. The qualities of what makes a good manager may b
same but the style you will use to manifest these qualities depends on your personality. Do not try to copy
someone else's style exactly just because you admire them as a good manager. Find a few role models in
management and incorporate a little bit of each into your own management style. Only when you take time
develop your own style, can these manager qualities be manifested consistenly and genuinely.

Effective management is a challenge. There are six skills that are essential for any person who manages p
and projects. They are as follows:

Clear Communication

Assertive Communication

Creating a Connection

Integrity

Motivational Skills

Decision Making Skills

As a manager, it is crucial to aid in the flow of information. It needs to be clear and effective. Have
clear cut style of communication. Use accurate words to express facts and ideas. Ask the people
work with to do the same. A clear communication style defines good management at its roots. Ma
sure your employess understand what you are asking.

Assertive communication is the ability to express your thoughts, ideas, wants and emotions in a
strightforward, no hesitant way, while also being tactful and respectful of the other person.
communicating assertively often starts with mastering the previous skill, but it goes way beyond thi
means creating a win-win blend in the communication with a wide range of individuals, which is ver
powerful and unfortunately, very rare. The fundamental communication skill for both managers and
employees. Good managers are persistent, bold and confident in their communication skills.

A good manager creates a connection with their employees. Business may ultimately be about res
but it is still an exchange between individuals and it has a very human component. an important p
what makes a good manager is their ability to connect with others. Building a rapport and trust. G
managers know how to be authentic, open and friendly with other people, especially their subordin
They demonstrate interest in others and they can make interpersonal interaction informal and relax
Others find it highly enjoyable to work with them or for them.

A good manager displays integrity. Building a conncection and trust is so important. Integrity is the
alignment between thoughts, words, and actions. A manager with a lot of integrity is the one who s
what they think and does what they say they'll do. As a result, the subordinated employees know t
can count on their manager. Team transparency, constructive attitudes and performance naturally
from the employee. If you're wondering why such conditions are so rare in many organizations, it i
because high integrity is rare.

Motivational skills are a great tool for a manager to have. They are subtle. Understanding people'
motivations and properly responding to them help a good manager. A manager with this quality is
to match the motivations and strengths with the tasks and compensationsf ro one of their employee
Considering the uniqueness of each employee and the structural complexity an organization can h
this is quite the skill to master.

A manager's role is like putting together a puzzle. The pieces of the puzzle are the people, tasks, g
and data. Assembling them means creating strategies, distributing tasks, supervising their executi
and providing feedback. All of these managerial activities involve a lot of decision making. A good
manager needs to think rationally, analyze variables effectively and strategize with skill. What mak
good manager is serious stuff, good management is no child's play. Managers should never get to
cocky about their skills and need to continually invest in their self growth. Think about the motivati
that compel you to do a good job and to achieve great outcomes. Focus on them yourself. Set a g
example for your employees to follow. Be someone pleasant to work with. Be the best so that oth
have an incentive to match you.

A good manager gets to know their employees. They use smarter goals and delegate authority. G
some insight into the lives of the people you hired. Learn about who they are and where they are
going. Find out what motivates each individual to do a good job so you can capitalize on it. Conve
goals that are specific, realistic, and measurable. As long as your employees can see the light at t
end of the tunnel, they will keep working towards it with enthusiasm and focus. You know the botto
line. Instead of micromanaging everyone else's work, explain to them what your bottom line is, and
assign them a certain amount of authority so that they can take charge of the task at hand. By ope
up new possibilities, your employees will be encouraged to do the job the way they would do it if th
were in charge. Provide a clear system of incentives for your employees. Everyone enjoys a rewa

Once you have ahieved success, do not forget to celebrate! Do not lose sight of the reality that thi
an ongoing process that is a regular part of your role as a manager. Think of creative ways to incre
your motivational strategies. Make use of retreats, team building exercises and travel where releva
Always keep in mnd that a motivated workforce will be a happier, productive, profitable and ensure
fun place to work. Do you have what it takes to be a good manager?

Test Questions and Form

True or False

1. One who leads or guides is considered a great leader.

2. A good leader has confidence and clear direction.

3. A good leader finds the value of an employee.

4. Letting your employees know how they are doing is considered constructive feedback.

5. Everyone likes to hear "good job".

COMPLETE THE FORM BELOW TO RECIEVE YOUR PROOF OF CONTINUING EDUCATION


CREDIT

You must hold a TDSHS MRT Certification to use these credits for ARRT requirements.

First Name

Last Name

Email Address

TSRT Membership ID

Credit Card Number

Expiration Date
Security Code

TSRT Member Dollar Amount Free

Non Member Dollar Amount $5.00

Test Question 1

Test Question 2

Test Question 3

Test Question 4

Test Question 5

Why did you choose to complete this course?

How relevant is this course to your practice?

How beneficial is this to your professional or personal development


What Makes a Good Manager?

Knowing what makes a good manager allows for the effective selection of a strong
management team.

There are certain skills and competencies that a successful manager displays regardless of
industry, organization, age or gender. These are the key competencies a manager uses to
achieve a productive and efficient workforce that accomplishes the right results.

A good manager provides clear direction

defines specific objectives and outcomes

communicates these clearly to staf

delegates responsibility and defines roles explicitly

establishes and communicates checks and controls

follows up to ensure staf are on track to achieve outcomes


A good manager engages in clear communication

expresses ideas efectively

allows for frequent and open two-way communication

summarizes information to clarify understanding

listens to and acts on staf suggestions

provides constructive feedback to staf

A good manager effectively develops staff

utilizes staf members' skills and potential through efective delegation

develops staf through appropriate learning activities

empowers staf by sharing control of resources and responsibilities

manages staf performance continuously

provides support and help to maximize performance

recognizes staf for their eforts

A good manager exercises good judgment

defines and clarifies the issue

gathers relevant facts

chooses the most appropriate course of action based on valid information


commits to the course of action

communicates and explains decision to staf

follows up on implementation

A good manager plans and organizes to get results

defines objectives

develops set of actions to meet objectives

determines, obtains and assigns resources

directs and motivates staf to achieve outcomes

evaluates and reviews progress

A good manager solves problems effectively

defines the problem

gathers and analyzes relevant information

identifies cause and efect relationships

generates possible solutions

plans, communicates and executes the best solution

Identifying a good manager does not have to be complicated. Focus on the basic skills that
matter. Use the manager interview guide to explore these competencies and make the right
selection decision.

As a manager use your insight to evaluate your own skills. A clear understanding of what
makes a good manager will enable you to answer manager interview questions properly and
professionally.

Management vs. Leadership

The Manager Job Interview

Management Interview Questions

Manager Job Descriptions

Manager Resumes
Leadership Interview Questions

Supervisor Interview Questions

Job Interviews > Manager Interview > Management Skills

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