Tips, Tools & Techniques For New Managers

© SSIPL 2009
PRESENTED BY
M.D.CHANDER
CONSULTANT
Tips, Tools and Techniques for
New Managers

© SCHWING Stetter (India) Private Limited
Introduction … wise words
07/25/13
You only get one
chance to make a
good first impression

Management
07/25/13
involves responsibility
for others
is potentially very strong
is likely to be a challenge
Don’t under estimate the
change involved in your
transition to new
management role.

How to approach your new role:
07/25/13
The extent to which you
succeed in your new role
will be influenced
radically by the attitude
you take it
You should :
See it as something new,
involving different
approaches from those
used in the past
Aim to learn surely and
fast, keep an open mind,
beware of making
unwarranted assumptions
and consciously define
and adopt new
approaches.

Management defined
07/25/13
Others must think you
have management
potential, so you have to
prove them right.
 The key tasks
 Planning ( what must be done
to achieve the desired results )
 Organising ( time, people and
activities )
 Recruitment and selection ( to
create or replenish the team )
 Training and development ( to
keep people’s skill sharp )
 Motivation ( creating and
maintaining positive attitudes
amongst the team )
 Control ( monitoring
performance standards and
taking action in the light of
results )

The key skills
07/25/13
Decision –making and
problem-solving
Time management
Communications
( business writing,
making formal
presentations, running
meetings, one-to-one
liaison with staff,
interviewing, etc.)

Seeing the future
07/25/13
The manager’s
responsibility includes
creating a vision.
Clarity of purpose
A belief that delivering
excellence is necessary,
worthwhile and possible
A feeling of interest ( better
still excitement ) about
achieving goals
A link between the overall
picture and the needs and
satisfactions of the
individual members of
them

Management style
07/25/13
What sort of manager are
you going to be?
 Dictatorship ( the manager
decides on his or her own )
 Benevolent autocracy (the
manager decides, the group
advises )
 Democracy ( the group decides,
the manager advises )
 Laissez-faire ( nobody makes
proper decisions )
 Consultative ( Manager asks,
group contributes, manager
decides )

Focus on priorities
07/25/13
Pareto’s Law ( the 80/20
rule ) states that 80% of
results flow from just
20% of causes.
Define and focus on your
own priorities
Make managing your
people an unbreakable
priority
Work with them to
ensure they work in a
way that focuses on their
core 20% of key tasks.

A good beginning
07/25/13
First impressions last.
People will :
Observe you, your manner
and style
Listen to what you say and
read between the lines.
Watch what you do and
how you do it
Consider how your actions
affect them
For your part you must :
Prepare thoroughly before
you start
Start as you mean to go on

The power of preparations
07/25/13
Good managers do their
home work, and this
begins before the job
starts.
Preparation can :
Secure information,
allowing appropriate
decisions to be mage
Allow you to create a plan
of action
Ensure you are in a
position to start as you
mean to go on.
Give you confidence to
proceed as you dream
appropriate

Some serious self-analysis
07/25/13
Analyze your strengths
and weaknesses.
 Skills
 Personality factors
 Knowledge ( of the job,
function, organization , people,
product – whatever is relevant )
 Connections ( who you know
may be as useful as what you
know )
 Profile ( how you are seen
around the organization.
 Attitudes ( and how they affect
your work and dealings with
others )

The match between you and the job
07/25/13
See how you match up
with your new position.
What skills need
strengthening?
Which aspects of my
personality can I put to
good use( or should I curb
)?
What areas of knowledge
must I extend and how
can I achieve this?
Whom do I know who
might be useful and with
whom must I forge new
links?

Plan action to create a match
07/25/13
Analysis is no good
unless it leads to action.
You may propose to:
Arrange a meeting
Attend a training course
Locate specific
information
Gain certain experience

Action Plan
07/25/13
Keep this plan in mind
when you take up your
new post and relate it to
your timetable and diary.
Read up about it
Attend a training course
Ask someone to critique a
couple of my reports –
perhaps both before and
after the course
Obtain from my new
manager a clear
specification regarding
the length, style,
presentation, etc, of
reports

Begin with your people in mind …
07/25/13
Make it your business to
discover what is most
important to your people
Likely expectations of
your people about a good
manager as one who :
 Is positive and enthusiastic
 Has vision (sees the
longer/broader view )
 Achieves their own goals
 Is well organized
 Makes good – objective –
decisions
 Delegates appropriately
 Provides good – honest –
feedback
 Is fair and has no favourites

Begin with your people in mind …
07/25/13
 Is open- minded and curious
 Listens ( and is available to
listen )
 Knows and takes as interest in
staff
 Encourages/supports staff
development
 Communicates well
 Shows confidence and gives
credit
 Keeps people informed
 Acknowledges own
mistakes/weaknesses
 Shares experience

Begin with your people in mind
07/25/13
The type of managers they
do not want
 Put themselves before their
people
 Fall to set clear
objectives/priorities
 Don’t appear to care about the
team ( a loner )
 Are secretive ( or late in
informing )
 Procrastinate
 Are unapproachable
 Are not honest, open and fair
 Fail to consider people’s feelings
 Let their personal workload
prevent team maintenance

First thing first …
07/25/13
Remember that you only
get one chance to make a
good first impression-
especially in a new
environment.

First thing first
07/25/13
Day one as a manager
you should :
Be sure to arrive on time
( or a touch early )
Introduce yourselves to
other key people
Look the part ( think
about what you wear )

Meet the people
07/25/13
Act as a personal
introduction
Begin to show you as a
kind manager you want
to be

Assess the people
07/25/13
Beware of making and
acting on unwarranted,
instant assumptions
about people.
Please do :
Listen to what people say
and how they say it
Read between the lines
Check immediately
anything that is unclear
Address ( or note ) any
apparent hidden agendas
Be aware of the informal
communications channels
as well as the hierarchical
ones

A first staff meeting
07/25/13
 A meeting should motivate.
Show them your impact will be
beneficial. Spell out how.
 Empathy is your greatest ally in
the early stages of managing a
group.
Plan to make them really
effective, therefore:
Set start and finish times
Issue a clear agenda in
advance
Tell people what you
expect from them

Forging alliances
07/25/13
 All sorts of people, regardless of
level and position, can be of
help to you – now and ongoing.
 Ensure that the relationships
you develop are two-way: you
must give as well as take if they
are to succeed. Strike a proper
balance.
They may be :
A source of information
and advice
A link to other people
A provider of moral
support
Part of the new mix of
social contacts you will
need in your new role

Matters of discipline
07/25/13
Never duck or delay
matters of staff discipline

How you will work with people
07/25/13
Provide feedback and
thank people for fitting
in and taking the extra
time. Show them how the
changes will help you –
and them

Positioning yourself as manager
07/25/13
By all means, tell people
how you intend to
operate but remember
that they are more likely
to form an opinion about
you based on what you
do rather than what you
say

Socializing with colleagues
07/25/13
It is perfectly possible to
have a comfortable and
informal social chat
across hierarchical
boundaries. These
encounters are, as it
were, ‘asides’ to the
normal work relationship

The role of communications
07/25/13
 Your early communications will
be looked at or listened to
carefully. Lines will be read
between and inferences about
you, and the way you do things,
will be drawn – for good or ill.
Take care
 Always be courteous to your
staff
 Never forget that informal
communications are as
important here as formal ones

Dealing with poor performance
07/25/13
Poor performance is an
issue that faces any
manager from time to
time. You can deal with it
in several ways:
Put up with it ( not to be
recommended )
Re-brief or train to allow
performance to improve
Re-assign the person to
another task that they
can do
Terminate employment

A major principle
07/25/13
It is simply stated : as a
manager you cannot
have power and credit.
Never:
Pass off their credit as
yours ( even when you
contributed to their
origination )
Talk about what I have
done when you mean what
we or better still, they or
you have done
Fail to give credit, within
the group and beyond

Who is in charge ?
07/25/13
Your people must never
doubt who is in charge. If
you look like a doormat
( even for a second )
people will walk all over
you. Credibility – once
lost – is hard to win back

Being part of the team
07/25/13
Aim to become part of the team sooner rather than later

Managing means motivation
07/25/13
Motivation makes a
difference – a big
difference
Resolve to spend regular
time on it
Your intension should be
to make people feel,
individually and as a
group, that they are
special. Doing so is the
first step to making sure
that what they do is
special

A little thought goes a long way
07/25/13
Create the habit of
making motivation a key
part of your management
style and doing so will
stand you in good stead.
If you care about the
people
( really care ) it will
always show

Keep in touch
07/25/13
Regularly inform people of
your thinking
Systematize the process
involved
Make sure you take action
to create – two way –
communications

Working together
07/25/13
Use your people and
make it clear to them
that you want and value
their contributions

Setting goals
07/25/13
The objectives you set
must condition and
direct what your people
do. Make sure everyone
has clear goals from day
one onwards.

SMART Goals
07/25/13
 Objectives will only be clear if
they are SMART
 Specific - so that they are
clearly understood and no
misunderstanding is possible
 Measurable - so that
everyone knows whether they
have hit them, or not.
 Achievable - because if the6y
are simply pie in the sky they
will be ignored and you, and
any future process of objective
setting, will lose credibility.
 Relevant - in the sense that
they must logically fit within
the broad picture and be a
desirable way of proceeding.
 Time-bound - without clear
timing they will become
meaningless.

Getting the best from the team…
07/25/13
For achieving the task
ask yourself:
 Am I clear about my own
responsibilities and authority?
 Am I clear about the
department’s agreed
objectives?
 Have I a plan to achieve these
objectives?
 Are jobs best structured to
achieve what I required?
 Are working
conditions/resources suited?
 Does everyone know their
agreed targets/standards?
 Are the group competencies as
they should be?

Getting the best from the team
07/25/13
 Are we focused on priorities?
 Are those areas in which I’m
personally involved well
organized?
 Do I have the information
necessary to monitor progress?
 Is management continuity
assured in my absence?
 Am I seeing ahead and seeing
the broad picture?
 Do I set a suitable example?

Meeting the individual needs
07/25/13
Ask yourself if each
individual:
 Feel a sense of personal
achievement from what they do
and the contribution it makes
 Feels their job Is challenging,
demands the best of them and
matches their capabilities
 Receives suitable recognition
for what they do
 Has control of areas of work for
which they are accountable
 Feels that they are advancing in
terms of experience and ability

Team maintenance …
07/25/13
To involve the whole
team in pulling together
towards individual and
joint objectives, ask
yourself, do I :
Set team objectives clearly
and make sure they are
understood?
Ensure standards are
understood ( and the
consequences of not
meeting them are
understood and
approved)?
Find opportunities to
create team working?
Minimise any
dissatisfaction?

Team maintenance
07/25/13
 Seek and welcome new ideas?
 Consult appropriately and often
enough?
 Keep people fully informed ( about
the long-and short-term)?
 Reflect the team’s views in dealings
with senior management?
 Accurately convey organizational
policy to the team and reflect such
policy in their objectives?

A dynamic organization
07/25/13
The organizational
structure of a team is
important. Who does
what, how one job relates
to another, the lines of
reporting and
communication – all
affect effectiveness.
 Do not change for change’s
sake, but do not expect things
to remain as they are forever
without needing change

Two levels of self-sufficiency
07/25/13
There are two levels of
self-sufficiency in how
people work:
Involvement. This
provides the opportunity
to contribute beyond the
base job.
Empowerment. In a
sense, empowerment
creates a culture of
involvement and gives it
momentum.

The power of responsibility …
07/25/13
Responsibility cannot be
given – it can only be
taken; thus only the
opportunity to take it
can be given.

The power of responsibility
07/25/13
Creating a situation in
which people do take
responsibility for their
work demands:
 Clear objectives ( people
knowing exactly what they
must do and why )
 Good communications
 Motivation
 Trust
 A team enjoying involvement in
what they do, and having the
authority to make decisions
and get the job done, is the best
recipe for successful
management.

Build on success
07/25/13
The ongoing success of
you and your operation
involves a cycle of
activity:
 Understanding the key things
that can create success
 Being conscious of how do
things as you do them
 Planning and acting in
accordance with that
 Monitoring the results arising
from what you do
 Fine-tuning and building in the
experience of how things
worked to improve what you do
next

Summary
07/25/13
Managing people :
Takes time
Takes effort
Needs thought
Is not a solo effort
Will not always go right

Last word
07/25/13
All sorts of things can
help, but only one person
can guarantee that you
become a good manager
– and that’s you

Courtesy : The Starting In Management Pocket Book by Patrick Forsyth
My letter to the author Mr.Patrick Forsyth sent on Jul 8, 2013.
07/25/13
Name
Chander M.D
Email
murugesanchander@gmail.com
Comment
I have recently come across your Pocketbook - Starting in management, bought from
a book store in Chennai, India. It has a powerful tips, tools and techniques for budding
managers. Myself being a retired professional and working as a freelance Consultant,
your book helped me very much to give a successful training for my students. I am
trying to get all your pocket series ,very much available in India, because of it's
popularity.
I like the way you handled the various topics with apt drawings of Mr.Phil Hailstone.
M.D.Chander,
Freelance Consultant

07/25/13
Compiled by : M.D.Chander , Consultant, Schwing Stetter ( India ) Pvt. Ltd.
 Author’s reply to my communication.
 Patrick Forsyth <patrick@touchstonetc.freeserve.co.uk>
Mon, Jul 8, 2013 at 9:39 PM
To: murugesanchander@gmail.com
Many thanks for this, one always hopes such books are helpful to people and this sort of feedback is always welcome.
The Pocketbooks series is very neat (and quite difficult to write to fit the pages!); I have others in the series on selling, negotiating, meetings and managing upwards.
I hope you are enjoying consulting – I have worked in this sort of capacity for many years, first with a medium sized firm and in recent years freelance. I even have a
book called “Smart things to know about consultancy”, now out of print (though I have some copies).
I wish you well.
Best … Patrick Forsyth
 Touchstone Training & Consultancy
28 Saltcote Maltings
Maldon
Essex
CM9 4QP
 Tel: 01621-859300
 www.patrickforsyth.com
 Marketing, sales and communications training – consultancy – training materials – business writing


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