Macro-Manage Your Subordinates for Success.
We all know that to be an effective manager, you must macro-manage your subordinates instead of micro-manage them. You must energize and drive them to achieve your company vision. You must get their “buy-in” in order to get them to move with your company direction willingly. You must instill high enthusiasm in them to ensure excellent outputs. In simple term, you must macro-manage them for success. However, the question of “how” remains unanswered. Below are 3 important tips that you must know and they are namely,
• Try to understand what makes them tick and what their issue is. You can make their job more interesting to gain their sense of responsibility and enhance their self-worth. Start with their main objective of being there.
• Have regular conversation that outside from your formal appraisal process. Keep it as casual as possible. They need to feel at ease before they are willing to open up to you. You must get their “motivated” action and not “obligated” action.
• Discuss “stretch-goal” with them periodically. Make sure tasks assigned to them really fulfill their aspirations. Move them forward by sharing future information. Get them energized from inside their heart. Continue to charge them with your beliefs in them.
Assertiveness is the Key to Successful Selling.
Assertiveness is to selling as garlic is to food. A little greatly enhances flavor; too much will make your food inedible. The dictionary defines assertiveness as “willingness to be forceful if a situation requires it.” In selling, this means balancing your needs with those of the customer and the company. Assertiveness lies along a continuum between passiveness at one end and aggressiveness at the other. A salesperson's ability to remain in the middle of these extremes determines his or her success. An overly aggressive greeting, for example, can make a reserved customer feel uncomfortable. But a passive salesperson will miss opportunities to break the ice with new customers or ask for a sale.
Workplace empowerment, when done properly, is not only desirable for the better work life of your subordinates, but it is also essential for your company success. When a manager openly takes responsibility for the inherent causes of the system, subordinates can contribute their knowledge and help identify remedies to the problems without being defensive. When a manager willingly loosens the grip and empowers subordinates to solve problems arising out of special causes, they can quickly identify root causes of problems without pressure or fear. Empowerment derives from effective workplace delegation. Therefore, to achieve higher subordinates’ empowerment, you need to enhance your delegation skills.
Selling is all about solving problems. Hence, the more you know about your customers, the easier for you to fulfill their needs with your product lines. Answering questions such as, “What long-term projects they have planned?” or “What are the toughest challenges they’re facing?” will be advantage to you when you present your products to your customers. When you have more of this information, you’re in a better position to offer advice on how your products and services can help them accomplish their goals.
The 9 Crucial Elements of Professional Manager that you must adopt and practice
The title of “manager" doesn’t make you a manager; it merely affords you an opportunity to become one. In fact, all a title does is buy you time: time to gain influence or lose it, to get results or to fail. It’s a foolish notion to believe you have suddenly become more competent by virtue of a promotion. A manager doesn’t automatically have followers; he or she has subordinates. How you act as a leader determines whether subordinates become followers. Subordinates only follow you as far as they have to. They comply but never commit. Followers, on the other hand, go the extra miles.
• The 9 crucial elements of professional manager that you must adopt and practice.
• The key difference between a mediocre manager and a great manager that you must know.
• Identify impending needs of subordinates and classify them into 5 different levels.
• How to motivate conversation using active and passive listening techniques.
• Unleash subordinates hidden potentials through streamlining your questioning methods.
• Understand the emergence of “contradicting views” that forms workplace conflict.
• The 2 important elements that you must consider whenever dealing with workplace conflict.
• The major differences of initiating workplace change in red or green operational zones.
• Consciously identify 13 most common symptoms of poor delegation at your workplace.
Conflict happens when there is a difference of opinions. At a glance, it may seem that conflict is bad and negative. However, if you probe deeper, you will notice that conflict can actually be good or bad; depends on how you handle and manage it. It can actually be constructive (good) or destructive (bad). At workplace, you should promote constructive instead of destructive conflict. Constructive conflict delivers 4 benefits for your company, where it helps to
• change employees’ mindset and drive them towards stronger perseverance of future challenges
• solve a complicated problem faced by your company by leveraging on each others’ expertise
• increase everyone involvement and thus cultivate trustworthy and forward working environment
• build cohesiveness among team members that fosters stronger human relationship and bonding
FGJ
We all know that to be an effective manager, you must macro-manage your subordinates instead of micro-manage them. You must energize and drive them to achieve your company vision. You must get their “buy-in” in order to get them to move with your company direction willingly. You must instill high enthusiasm in them to ensure excellent outputs. In simple term, you must macro-manage them for success. However, the question of “how” remains unanswered. Below are 3 important tips that you must know and they are namely,
• Try to understand what makes them tick and what their issue is. You can make their job more interesting to gain their sense of responsibility and enhance their self-worth. Start with their main objective of being there.
• Have regular conversation that outside from your formal appraisal process. Keep it as casual as possible. They need to feel at ease before they are willing to open up to you. You must get their “motivated” action and not “obligated” action.
• Discuss “stretch-goal” with them periodically. Make sure tasks assigned to them really fulfill their aspirations. Move them forward by sharing future information. Get them energized from inside their heart. Continue to charge them with your beliefs in them.
Assertiveness is the Key to Successful Selling.
Assertiveness is to selling as garlic is to food. A little greatly enhances flavor; too much will make your food inedible. The dictionary defines assertiveness as “willingness to be forceful if a situation requires it.” In selling, this means balancing your needs with those of the customer and the company. Assertiveness lies along a continuum between passiveness at one end and aggressiveness at the other. A salesperson's ability to remain in the middle of these extremes determines his or her success. An overly aggressive greeting, for example, can make a reserved customer feel uncomfortable. But a passive salesperson will miss opportunities to break the ice with new customers or ask for a sale.
Workplace empowerment, when done properly, is not only desirable for the better work life of your subordinates, but it is also essential for your company success. When a manager openly takes responsibility for the inherent causes of the system, subordinates can contribute their knowledge and help identify remedies to the problems without being defensive. When a manager willingly loosens the grip and empowers subordinates to solve problems arising out of special causes, they can quickly identify root causes of problems without pressure or fear. Empowerment derives from effective workplace delegation. Therefore, to achieve higher subordinates’ empowerment, you need to enhance your delegation skills.
Selling is all about solving problems. Hence, the more you know about your customers, the easier for you to fulfill their needs with your product lines. Answering questions such as, “What long-term projects they have planned?” or “What are the toughest challenges they’re facing?” will be advantage to you when you present your products to your customers. When you have more of this information, you’re in a better position to offer advice on how your products and services can help them accomplish their goals.
The 9 Crucial Elements of Professional Manager that you must adopt and practice
The title of “manager" doesn’t make you a manager; it merely affords you an opportunity to become one. In fact, all a title does is buy you time: time to gain influence or lose it, to get results or to fail. It’s a foolish notion to believe you have suddenly become more competent by virtue of a promotion. A manager doesn’t automatically have followers; he or she has subordinates. How you act as a leader determines whether subordinates become followers. Subordinates only follow you as far as they have to. They comply but never commit. Followers, on the other hand, go the extra miles.
• The 9 crucial elements of professional manager that you must adopt and practice.
• The key difference between a mediocre manager and a great manager that you must know.
• Identify impending needs of subordinates and classify them into 5 different levels.
• How to motivate conversation using active and passive listening techniques.
• Unleash subordinates hidden potentials through streamlining your questioning methods.
• Understand the emergence of “contradicting views” that forms workplace conflict.
• The 2 important elements that you must consider whenever dealing with workplace conflict.
• The major differences of initiating workplace change in red or green operational zones.
• Consciously identify 13 most common symptoms of poor delegation at your workplace.
Conflict happens when there is a difference of opinions. At a glance, it may seem that conflict is bad and negative. However, if you probe deeper, you will notice that conflict can actually be good or bad; depends on how you handle and manage it. It can actually be constructive (good) or destructive (bad). At workplace, you should promote constructive instead of destructive conflict. Constructive conflict delivers 4 benefits for your company, where it helps to
• change employees’ mindset and drive them towards stronger perseverance of future challenges
• solve a complicated problem faced by your company by leveraging on each others’ expertise
• increase everyone involvement and thus cultivate trustworthy and forward working environment
• build cohesiveness among team members that fosters stronger human relationship and bonding
FGJ
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