1. Do what’s expected of you: You’re a manager and people see the name on your badge, or on your cabin’s entrance and they expect you to behave like the professional you are. They look up to you and want you to lead from the front. Always show that you’re in-charge and demonstrate your leadership abilities.

Good people management is about making sure you understand what your obligations are and carrying them out effectively. Good people management skills lie in the art of giving others some responsibility and letting them go on with it. But also remember that you’re responsible for its success or failure and no one else.

2. Assemble a great team: To make the best of your people resource, it’s best to leverage the great talents of all your team mates. Try to squeeze their potential fully by guiding, supporting and coaching them to realize common goals.

As you know, the role of a manager is to deliver results and more. Managing people is all about a legacy of building and utilizing capability totally. Unifying individual talents and making the whole bigger that the sum of the parts.

3. Always keep results in mind: The key point is that a manager has to deliver results, day to day, quarter by quarter, year by year business and profits or other success measures expected of him. It’s what pays you and your team.

A manager has a responsibility to keep your eye on the ball and deliver. Your team will look up to its manager to lead them to success, with their help, obviously. They put their faith in you and expect you to work hard enough to meet the targets.

4. Build healthy relationships : it’s important for nay people manager to get along well with his people. Be a people’s person because when you’re extracting our performance from your team, it really helps if you share a good rapport with them.

And striking a good rapport is very easy. Show your interest in them, not just as colleges but as people. Listen carefully to what they say, understand their problems and empathize with them. And last but not the least, treat them as equal humans and not merely salaried employees. Show that you trust them and respect their contribution to the work.

5. Be receptive to feedback: the final key point in successful people management is an ability to show some humility. No body is perfect, including yourself. Every successful manager listens carefully to his people and also learns a lot from them. Its all about two- way flow of information and mutual support.

So, these were the five easy steps that will help your people management abilities shine. Obviously these rule of thumbs are not rigid, and you’re always welcome to flex and change a bit.

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Business management is a wide and encompassing field, in which an effective business manager plays a key role. A successful manager pays attention to several facets of management, leadership and learning within an organization. Hence, its difficult to embrace the topic of management success in few lines or regard any ten points as the most crucial aspects of management success. But given the dearth of time, I will try to sum up this vast topic in seven crucial items or to say seven management success skills without which you cannot be a successful manager.

One of the major issues in management success is being the leader that others want to follow. While working in an organization, your each action determines whether people will one day want to walk in your footsteps.

The following are the seven traits that every successful manager must have:

1. Creating effective and responsive interpersonal relationships with co-workers. He must be respected by all the reporting staff members, colleagues and executives for his ability to demonstrate care, respect, trust and attentiveness.

    

2. He must have strong communication skills whether in person, print or e-mail. Besides being a good listener, he should provide room for two way feedback. This characterize his or her interaction with other people in the organization.

    

3. He should encourage team building and getting others to collaborate more effectively in accomplishing a task. His presence should make others feel as if they have become more creative, more productive and more efficient.

    

4. He should have a good understanding of the financial aspects of the company. He should establish goals, while measuring and recording staff’s performance and results.

    

5. He must create a congenial work environment wherein people experience positive morale and proper recognition for their work. They should be encouraged from time to time and remain motivated to work hard for the success of the company.

    

6. A good business manager sets an example for others and provide recognition when others do the same.

    

7. He should help people grow and hone their skills and skills through further education and on-the -job trainings.

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ATTITUDE can change your reality

I’ve observed that negative people often adopt a defeatist mindset, taking on the role of a victim, while positive people often adopt a solution-oriented mindset and set about creating their own opportunities. Consequently, I’ve come to understand that having a positive attitude indeed makes a significant difference not only in a person’s level of success, but also in their enjoyment of their life. It even determines whether they succeed at all.

But here’s the unusual thing… NO ONE VIEWS HIMSELF OR HERSELF AS A NEGATIVE PERSON!

People who are negative view themselves as “realistic”. (Wait a minute… isn’t “reality” a matter of perspective?) So the challenge is to determine whether you’re a “negative” person.

Here are some guidelines:

• If you feel that your course in life and business is determined by others, then you need to adjust your attitude so you can shift your reality.

• If you feel that the cards are often stacked against you, then you need to adjust your attitude so you can change your reality.

• If you feel that your company, manager, agents, and/or clients don’t support you, then you need to adjust your attitude so you can change your reality.

We each have the ability and power to literally change our reality.

How does one turn a negative attitude into a positive one? The same way someone with a positive attitude maintains it. You need to eliminate the negative inputs, influences, and factors in your life and introduce positive ones. We’re bombarded with messages throughout the day and night. Some of them are good and some of them are just plain bad for you. We get “messages” from family, friends, coworkers, radio, newspaper, TV, music, the internet, billboards, books, magazines, and any number of other sources. If YOU don’t decide what goes into your head, then someone else will. You need to take control of what you feed your mind.

Here are some tips on how to adjust and maintain your attitude:

Eliminate the Negatives

• Stop reading the newspaper

• Stop watching TV news

• Stop seeking the negative on the internet

• Stop hanging around negative people

Introduce Positives

• Start hanging around positive people

• Start reading motivational or inspirational books – biographies, personal growth, success

principles, etc.

• Start listening to CD’s – motivational, personal growth, uplifting music, etc.

Does attitude really count? Can attitude really change your reality? I guess it all depends on your perspective…

Try this test to find out how severe your anger problem is.

Answer the following questions with a YES or NO.

• I often feel tense
• I have a hard time saying what is on my mind
• When I am upset, I try to forget it by watching TV or reading a book
• I smoke to help calm myself down
• I have trouble sleeping
• I often feel misunderstood or ignored
• People say I curse too much
• I have a tendency to hurt my loved ones and friends when I am angry.

If you answer positively to 0-3 question, you could benefit from relaxation. If there are 3 to 5 yes answers, you are moderate and need to learn more about anger management. If there are more than 6 yes answers, you have an anger problem and need to take steps to manage it properly.

Keep in mind that the only way you can succeed in managing your anger is to learn anger management techniques. If you fail to use these techniques in your everyday life, there will likely be consequences, such as the loss of a loved one or friend or even the loss of your job. Your failure will not be a reflection of the techniques suggested, but rather a reflection of your unwillingness to put them into action. Real change cannot take place without your cooperation. Regardless of how you have reached this stage, don’t abuse a sincere opportunity to change your life for the better.

Slow, deliberate and controlled deep breathing exercises will help you focus on your breathing and not on the problem at hand. Shoulder rolls backward and forward can also help to ease your tension. These relaxation techniques can help you to relax, and will have a positive side effect to stop you from focusing on being angry. They will provide you the time you need to think about the situation that has upset you and help you come up with appropriate solutions to the problems you are facing.

Your business school might have taught you ‘what is people management?’ But what they miss largely upon is HOW of people management. Once you step into industry, you will realize there is lot more beyond the bookish concepts. Managing people is an art that requires practical know-how outside the unyielding conceptual realms.
Keeping in mind the current market scenario, where companies are vying with each other to seize the best human resources, it is imperative for the people’s manager to think outside the theoretical concepts and devise a new plan of action for bringing and retaining talent.
Moreover, as the demand graph is shooting upwards, the corresponding talent supply is falling short. So, its time for the Managers to implement lessons learnt from real life in order to avoid mistakes that others made.
Maslow’s need hierarchy set straight some of the indispensable needs that facilitate employee retention, apart from monetary benefits like:

1. Need of recognition
2. Need of importance.

So, what is the basic mantra to retain your employees and more importantly how to go about it? I’m sure your business schools must have overlooked this nitty-gritty of successful employee retention. Ponder the following points:

• Praise your employees, nothing on earth could do better than a note of appreciation. Word of mouth encourages people to achieve goals and retaining them.
• Involve people at the conceptualization stages and get them to support key initiatives.
• Make your employees feel important. Thus will inculcate loyalty in them.
• Help you employees achieve their goals in order to achieve the goals of your organization.
• Listen what your employees have to say, pay heed to their grievances, if any and be open to any new ideas they suggest.

However, these lessons one learn through life. But it’s high time for business schools to dump obsolete theoretical guidelines and adopt a pragmatic way of dealing with people.

Take the following questionnaire and choose your answer from true, not true or partly true.

1. The human resources department is represented in srategy-building sessions of top management.
2. The performance of the human resources department and of the organisation are linked.
3. In your company, all human resources issues are closely linked to every other business process.
4. Line managers are recruited along with trained specialists in the human resources department.
5. The human resources department links appraisal and compensation to corporate objectives.
6. The human resources department has knowledge of behavioural sciences and industrial psychology.

Communication

Performance Management

Training and Development

Competency Development

Compensation

Career Development

Participatory Culture

Leading the people involved in corporate product creation can be extraordinarily difficult. It can also prove extremely rewarding. The people who gravitate toward innovation activities tend to be very smart, highly creative, and more motivated by recognition and the freedom to create than by the money they make. To lead and inspire such a workforce, senior management must find a delicate balance between seemingly contradictory forces: top-down direction versus individual empowerment; experienced judgement versus creative license; pressure to perform to expectation versus willingness to challenge convention; and by-the-book execution versus pragmatic adaptation. Achieving the right balance among such forces can give a company a true competitive advantage.

Allow freedom in context

Intelligent, self-motivated people generally desire—and deserve considerable freedom to deliver their best work. This proves particularly true for the creative individuals drawn to research. 3M pioneered an explicit policy that allows its staff members to devote up to 15 percent of their time to discretionary projects of their own choosing.

The policy encourages freedom, but puts it in context: 85 percent of a person’s time will be explicitly aligned with corporate objectives, underscoring the company’s understanding of the need to find the appropriate balance between creative freedom and project discipline.

Senior management should make sure that researchers and product creation staff participate in activities that connect them to the real world to help balance their instinctual aspiration for complete creative freedom and to ensure that their creativity is channeled into productive efforts. To stay grounded, researchers should regularly spend time on the more pragmatic, application activities of a product creation team.

Don’t give orders

When you give orders, you tell someone to do something. “Put that file on my desk”, is an order. So is, “put Roger on the late shift”. When you give an order, you do not allow the other person any latitude to think about what to do or how to do it. All they can do to satisfy your order is exactly what you ordered. There are two reasons why this is bad. First, you do not allow the person to figure out the best way to do the task. Second, you do not let them learn.Sometimes it is appropriate to give orders. In the military, there are times when a leader has to give orders.

When you tell a squad to “charge that hill” you don’t want them to think about it. You just want it done. However, even in the military, leaders don’t give orders unless they have to. Instead of giving orders and telling someone what to do, good managers give instructions. Instead of telling them what to do, you tell them what you want done.

Give instructions instead

When you tell an employee what you want done, instead of giving an order, you give them the freedom to come up with their best way of getting that task done. It may not always be the best way, and you may have to do some monitoring and guiding, but there is also the chance that they will come up with something better than what you planned.

When an employee is given an instruction instead of an order, they have to think. They can’t just do what they were told and say they were following orders. They have to think of ways to get the job done. They have to decide which is the best way. They have to invest a little of themselves in the solution.

Also, when you give an employee an instruction, instead of an order, and let them decide for themselves the best way to accomplish the task, you are more likely to get their buy-in and support. If they have made the decision about the best way to accomplish the task they are more likely to believe it is correct and valuable. They will defend it against others who question it.

Be clear

Orders are generally very clear. “Get the report to me by Thursday morning”, does not leave much room for interpretation. So when you give instructions, instead of orders, you need to be as clear about what results you expect.

Instead of saying, “I’d like you to review the past month’s data and get back to me on it”, be more precise. For example, you could say, “Please review the past month’s data. By Monday morning, I expect your recommendation of the best course and a couple of alternatives for ways to close more sales.” Or you could say, “By our meeting on Friday, I want you to have consolidated all the department’s projects into a single master schedule. I want you to tell me where we are over committed and where we have excess capacity.”

When you give instructions instead of orders there is a tendency to be less clear about the expected outcome. A good manager makes instructions clear.