SK

ILLS

FO

R M

OD

ER

N M

AN

AG

ER

S

Cecilia Anthony Das

EX

ER

CIS

E�Here’s something to be done…

�Think of the best boss you ever had. If there is

no one popping on your mind consider a strong

leader you know and complete the following:

1.When faced with hardship, this manager will …

2.To improve teamwork, this manager will…

3.When explaining a concept, this manager will..

3.When explaining a concept, this manager will..

4.To keep control of an unruly group, this manager

will…

5.Employees respect this manager because…

This Exercise will help you focus on appropriate and

effective behaviours and tactics for dealing with

people

Rate

your

Leaders

hip

Skill

s

�TEST 1 -PATIENCE

�Rate yourself using this 1 -5 scale

�1. Never ; 2. Occasionally; 3. Sometimes ; 4.

Usually; 5. Always

When I tell someone todo something and they don’t

When I tell someone todo something and they don’t

do it, I say it again in a firmer tone

When someone talks too slowly, I interrupt

WhenI see someone do something wrong, I instantly point

it out

When someone keeps me waiting more than a minute or two

I resent it

When someone doesn’t answer my question right away, I cut

in and repeatit

SC

OR

ING

�Add up your score.

17 and more –you could stand to

lighten up and calm down. You need to

relax a little. Your impatience might

reflect an overly controlling mind-set

reflect an overly controlling mind-set

16 or less, note any 4s and 5s indicates

areas to be improved and will raise

your ability to build trust and gain

compliance

Test 2 –

Com

munic

atio

n S

kill

s

Rate yourself using this 1 -5 scale

�1. Never ; 2. Occasionally; 3.

Sometimes ; 4. Usually; 5. Always

When I ask a question, I am very curios to hear the

When I ask a question, I am very curios to hear the

answer

I like to speak in frontof groups

If I disagree,I confirm I’ve understood the other person

before I give my view

If I need to cover many points, I outline what Iwant to say

ahead of time

When I give instructionsor explain complex ideas, I

number each item

SC

OR

ES

�15 or less –you are probably losing

opportunities to bond with others.

Your employees can tell if you’re

distracted or uninterested in what

distracted or uninterested in what

they have to say and they won’t like

it

Managem

ent

Cre

do

�A credo is a set of beliefs that can

serve as constant reminder of what

you want to achieve in your job and

how

how

�This credo will enable you to meet

with the challenges of management

by identifying the traits you want to

embody and commitments you are

willing to make yourself successful

Now

…

�ASK YOURSELF HOW YOU WANT TO

BE PERCEIVED AS A BOSS BY AN

EMPLOYEE WHO HAS BEEN

REPORTING TO YOU FOR THE PAST

YEARS?

YEARS?

�Address key areas such as

�Communication

�Leadership

�Reliability

�Motivational style

�teamwork

An

Exa

mp

le o

f A

Ma

na

ge

me

nt C

red

o

�A 40 year old Sales Manager:

�I want to lead by example. If my sales

team sees that I am honest, forthright

and dedicated, then they will strive to

act the same. I believe in listening more

act the same. I believe in listening more

than talking, and not trying to have all

the answers. I will praise well-earned

success and support employees who

need guidance. I will not accept anything

less than full effort from myself or

anyone else.

�Adapted from Stettner, 2000

PIE

RC

ING

SIX

MY

TH

S O

F

MA

NA

GE

ME

NT

�# 1 –YOU MUST CALL ALL THE SHOTS

Don’t believe a second that just because you are

a superior you are in charge of everything.

The fact that you are the superior gives you the

right to delegate –giving others a chance to call

right to delegate –giving others a chance to call

the shots on your behalf

By pulling back and putting employees in

driver’s seat –enables you to lead quietly and

spread the authority

This builds loyalty and teamwork.

#2 –

You C

an’t T

rust

Anyone

�Managers who embrace the

traditional command-and-control

model believe that it is foolish to trust

employees

Refusing to trust anyone would not

�Refusing to trust anyone would not

help you manage more effectively

and you will certainly isolate yourself

–but blind trust is equally dangerous

�Let your relationships with employees

evolve naturally

#3

: Y

ou

Mu

st R

em

ain

Ob

jective

At

All

Tim

es

�As much as you may want to act like

a cool-under-fire leader, too much

coolness can strip away your natural

personality

personality

�There is no need to be emotionless

�This behaviour will make you appear

heartless and detached

�There is a time and place for

remaining objective –just don’t over

do it!

#4: Y

ou M

ust

Defe

nd Y

our

Sta

ff

�Do not stand up for your employee’s

poor performance

�You defending your staff to your boss

would lower their estimation of your

would lower their estimation of your

managerial ability

�Do not take criticisms personally

�Separate your own performance with

theirs

�However, defend them when it is

justified!!!

#5: Y

ou C

annot

Back D

ow

n

�To stay out of fight and give up

ground to more forceful opponent is

sometimes the smartest move.

#6: Y

ou’re t

he B

est T

eacher

�You don’t know everything

�Just because you have subordinates it

does not mean you are the only teacher

�You are not to spoon feed subordinates

with knowledge but guide them to the

with knowledge but guide them to the

right sources if required

�Turn key employees as experts where

you can create a coaching environment

�If fall on this myth you may fall into the

trap of pretending to know more than

you actually do and risk losing your

credibility!!