Turning Managers into Leaders


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Following the spate of layoffs, cutbacks and early retirements that marked the fourth quarter, companies are going into 2002 with slimmer staffs and tighter budgets than ever before. What's more, for many businesses, their remaining workforces are operating in low gear, stalled by uncertainty and low morale.

With the crunch on to achieve greater productivity with fewer people, what can companies do to ramp up performance quickly? The key is building solid management skills.

Managers and supervisors are essential to the daily workings and performance of any organization. They are the glue that hold together the teams and individuals whose power and energy are the lifeblood of high-performing organizations.

Communication:
The Prime Motivator to Performance
According to Dr. Robert Cooper, a renowned behaviorist and leadership researcher, communication skills can make or break a manager's interpersonal effectiveness. In fact, he sites that certain behaviors indicative of poor communication skills are the prime cause of tension in the workplace. For example, simple behaviors such as acknowledging employees as you pass in the hallways or offering a welcoming greeting can make all the difference, especially in an environment of uncertainty.

Here are some simple actions that managers can work into their daily routine to improve communication and employee performance.

The Meaning of Managing
Before you even begin to identify potential candidates for supervisor, you need to first define what it means to be a part of management in your company.

While the details vary for every organization, being a manager generally requires the skills to:

Learn about others by asking about their interests and goals.
Demonstrate common courtesies to your employees. Say "Hello" and "Thank you" frequently.
Engage in small talk.
Smile!
Share as much company information as possible. Even though you may face a flood of emails, memos and reports every day, your direct reports do not. They need to know from you where the company is going.
Always consider and respond to employees' comments and questions.

Feedback:
A Barometer of Employee Morale
The need to be appreciated is a basic fundamental of human nature. Throughout the ages, everyone from Sigmund Freud to Dale Carnegie has acknowledged and supported this fact. The consequence for business if managers do not recognize and respond to this need is low employee morale and increased turnover. In fact, according to studies done in 1996 by the Department of Labor, 46% of people who quit their jobs did so because they felt unappreciated.

Feedback is the best tool managers have for letting their direct reports know that they are valued and appreciated. Managers need to recognize that the capacity to encourage and be open to feedback is essential to improving their skills. In addition, it also helps employees grow and develop.

Here are some quick tips that managers can use today to improve their feedback skills and increase performance:

Make time to listen to people’s needs and express an interest in what they tell you.
Focus your attention on ideas that come from others and be sure to close the feedback loop.
Solicit feedback by asking, “Am I doing anything that might hinder your ability to accomplish your goals? If so, what would you suggest that I do differently?"
Respond to negative behavior in a timely and appropriate manner. When giving feedback, use language that describes the inappropriate behavior, not the person.

Defining Roles:
Clear Expectations Lead to Improved Performance
Without clear definition, people are left to set their own goals for what they think should be expected of them, which most likely does not reflect the business objectives. What's more, this can undermine the ability of a team to work together. A key function of managers is to clearly define roles and responsibilities, and ensure accountability. When businesses are short staffed and morale hangs in the balance, providing clarity and stability is more important than ever.

Here are some guidelines for managers in defining employee roles:

Clearly tell people what is expected of them, and of each player on their team. Lay out a plan to describe who does what and why.
Make certain the work load is balanced.
Constantly update your employees about progress and what’s on everyone’s plate.
Get weekly progress reports as a way to streamline processes and ensure accountability.

In times of change and economic downturn, it's moreimportant than ever to retain and build key talent. While long-term development and training for managers may be much more involved, quick fixes such as these work wonders to improve short-term performance. They instill confidence, both for managers and employees, and help to get people on the right track.

This article also appeared in Mass High Tech, January 2002.

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