Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.
One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?
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Beware of “running out the clock” on the statute of limitations of a discrimination charge.
You want to encourage teamwork, so you organize employees in small groups and let them solve problems. That’s not enough. You must take steps to foster trust and collaboration if you really want your participants to produce outstanding results.
An employee quits, and you instantly shift your focus to finding a replacement. That’s fine, as long as you don’t overlook the exit interview.
One of the most important but vastly overlooked aspects of good management is telling employees how they’re doing. Many workers operate in the dark, wondering whether the boss loves or hates them.
Jerry Colangelo, owner of the Phoenix Suns and Arizona Diamondbacks, runs businesses that employ more than 5,000 people. His employees have ranged from basketball stars such as Charles Barkley to part-timers at ballpark concession stands. We spoke with Colangelo about his management philosophy and the lessons he has learned after 33 years in the business of pro sports.
In the past five years, many managers have adopted “open-book management” as a way to teach employees to link their jobs to the company’s larger financial performance. This way, staffers can see how their efforts directly affect the bottom line.
Resist the hype to embrace online training for your employees.
Q. I work for a manager who comes in
at 7:45 and leaves at 4:30 sharp whenever he is here (which is not
often), and he takes an hour lunch. He hogs the credit for our work,
and he avoids responsibility.
Q. I’m an administrative assistant at a fast-growing firm. Our office
could benefit by hiring a junior marketer to help our one overworked
salesman. I’m taking marketing classes to improve my skills. How can I
convince management to create this position and promote me into it?
Q. I manage seven people in a low-profile, almost forgotten unit. I
have a chance at a job in a growing department, but it’s a
non-managerial position. Is it wise to give up my management duties for
a job in a more visible and active part of the company?