COMMIT TO MAKE THE STRATEGY CORRECT

AND MAKE SURE IT IS IMPLEMENTED EFFECTIVELY.

Are you committed to getting the strategy right, and are you ensuring that it is implemented effectively?

If the answer to the first question is “no”, then you need to dig deeper to find out why not. For example, ask the person, “What do you need from me to help you understand strategic priorities?” or “What would it take to be able to develop and execute the strategy?”

If the answer to the second question is “no”, it is not a big problem; you can train the person to make it easier to train and offer suggestions on how the person can do the job themselves. But if the answer is “yes,” you have a big problem and you need to address it quickly and directly.

KEEP YOUR TEAM ON TRACK.

You have to ask what it will take to carry out the strategy of the company and then find out how to do it. To figure this out, you need to find out what your team is doing now, what it is good at, and what it needs to improve at. You also need to find out where the opportunities and threats lie and how to exploit them. This is a difficult process and requires a lot of introspection and analysis. It also requires a great deal of what I call “clarification conversations”, that is, conversations with your colleagues about what you are trying to achieve and how you can work together to achieve it. It is not enough to know what you want; you also have to know what your teammates want.

The great manager knows that her job is to create an environment where people can do her job.

One of the greatest challenges of a great coach is getting the most out of a team. It’s not about keeping people busy all the time or giving them a lot of work, but about finding ways to engage people, get them to work together, and maximize brainpower, creativity, and engagement. To do this, the great manager structures projects so that each person has a clear role and a meaningful voice on how the work is done.

To get the most out of her team, focus on the psychological well-being of your employees. When employees are truly happy, they are much more productive and will resist the urge to jump into the competition. If you have a strong team, you will be able to leverage your strengths, and your members will also be more effective at leveraging each other’s strengths. If you can achieve this goal, you will have built a successful and sustainable business.

SET EXPECTATIONS.

Good managers know that people are motivated by having meaningful goals.

UNDERSTAND YOU DON’T HAVE TO BE LIKED.

A great manager understands this and doesn’t feel the need to please. Instead, she focuses on earning respect. As the saying goes, “The hardest thing about being a manager is you have to fire people.” That’s true, but the second hardest thing is that you have to break bad news to people.

LEARN FROM MISTAKES.

Errors are an opportunity to improve. Great managers know it.

BE THE KIND OF PERSON OTHERS WANT TO WORK WITH.

Many people think that the only way to get ahead is to step on others. That is simply not true. People want to work with positive, honest and fair people. The great manager understands this and acts accordingly.

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