PPT for Successful Manager

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Information about PPT for Successful Manager
Product-Training-Manuals

Published on September 12, 2008

Author: jameel

Source: authorstream.com

What Successful Managers do. : What Successful Managers do. Jameel Pathan/INC-Nanded 1 By:- Jameel Pathan Deputy Manager INC-Nanded 9764209311 Jameel.xp@gmail.com What the world’s greatest Managers do differently. : What the world’s greatest Managers do differently. The greatest managers in the world do not have much in common.They are of different sexes,races and ages.They employ vastly different styles and focus on different goals. But despite their differences, they share one common thing: They first break all rules of conventional wisdom.They are revolutionaries in thought. Jameel Pathan/INC-Nanded 2 According to Gallup organization...... : According to Gallup organization...... “Pick the right people....Trust them. Don’t over promote people..reward them well for their work. Never pass the buck... I think this is crazy..but organization insists.. A manager is on stage every day..his people are watching him/her...these are clues that can affect performance..” Jameel Pathan/INC-Nanded 3 How can you measure human capital? : How can you measure human capital? The core elements needed to attract,focus and keep the most talented employees. Here are the questions that each talented employee has: 1) Do I know what is expected of me at work? 2)Do I have the materials and equipment I need to do my work right? Jameel Pathan/INC-Nanded 4 Slide 5: 3) At work, do I have the opportunity to do what I do best everyday ? 4) In the last seven days have I received recognition or praise for good work that I have done? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there some one at work who encourages my development? 7) At work, do my opinions seem to count? 8) Does the mission/purpose of my company make me feel like my work is important? Jameel Pathan/INC-Nanded 5 Slide 6: 9)Are my coworkers committed to doing quality work? 10)Do I have a best friend at work? 11)In the last six months, have I talked with someone about my progress? 12)This last year,have I had opportunities at work to learn and grow? You may be wondering why there are no questions dealing with pay,benefits,senior management,or organizational structure. -These are equally important to every employee-good/bad and mediocre. Jameel Pathan/INC-Nanded 6 Slide 7: To describe the order of these twelve questions,try to picture in your mind a mountain. It is the psychological climb to make from the moment you take on a new role to the moment you feel fully engaged in that role. At the base of the mountain, perhaps you are joining a new company, or you’ve been promoted to a new role within the same company. BASE CAMP: “What do I get? ” - Q1,Q2 Camp 1 : What do I give? Q3, Q4, Q5, Q6 Jameel Pathan/INC-Nanded 7 Slide 8: These are questions about your individual performance, your value as a person and if they are prepared to invest in your growth- All these questions are on your individual self esteem and worth. Camp 2: Do I belong here? Q7, Q8, Q9, Q10 Camp 3: How can we all grow? Q11, Q12 The Summit: If you can answer all the questions positively then you’ve reached the summit The key to building a strong, vibrant work place lies in meeting employees needs at base camp and camp 1. Jameel Pathan/INC-Nanded 8 Slide 9: What are the four basic roles of a great manager? Select a person, set expectations, motivate the person, develop the person. But How do great managers play these roles? Jameel Pathan/INC-Nanded 9 Slide 10: Select a person ... Based on his experience, intelligence and determination. Set expectations ... By defining the right steps Motivate the person ... By helping him identify and overcome his weaknesses. Develop the person ... By helping him learn and get promoted. Right? Jameel Pathan/INC-Nanded 10 Slide 11: No Jameel Pathan/INC-Nanded 11 Slide 12: The revolutionary insight common to great managers: “ People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.” Then great managers - Select for talent ... Not simply experience, intelligence etc. Define the right outcomes ... Not just the right steps. Focus on strength ... Not on weaknesses Find the right fit ... Not simply the next rung on the ladder- These are the FOUR KEYS Jameel Pathan/INC-Nanded 12 (1)Select for TALENT. : (1)Select for TALENT. Talent- Striving(Why),Thinking(How), Relating(whom-relationship). Sales personnel-Best as well as worst sales person feels as if he is selling himself. It is this striving talent of feeling personally invested in the sale that causes him to take rejection personally-fear of rejection. The difference between greatness & failure in sales is that great sales person is not paralysed by this fear.He is blessed with Jameel Pathan/INC-Nanded 13 Slide 14: Another talent- the relating talent of confrontation which enables him to overcome resistance. Lacking this talent to overcome resistance,bad sales person simply feels the fear. The avg sales person feels nothing-he woodenly follows what he has been taught & hopes for the best. Jameel Pathan/INC-Nanded 14 (2)Define the right outcomes. : (2)Define the right outcomes. Define the right outcomes & then let each person find his own route toward those outcomes. (People are enduringly different & managers must focus people on the same performance) The most efficient way to turn someone’s talent into performance is to help him find his own path of least resistance toward desired outcomes. Jameel Pathan/INC-Nanded 15 Slide 16: ...Why so many managers try to control their people? - Temptation.....allure of control is too tempting. Some of the great managers look at it this way “The hardest thing about being a manager is realising that your people will not do things the way that you would.But,get used to it.Because if you try to force them to, then two things happen.They become resentful-they don’t want to do it.And they become dependent-they can’t do it.Neither of these is good in the long haul”. Jameel Pathan/INC-Nanded 16 (3)Focus on strengths. : (3)Focus on strengths. How to realize each person’s potential? -Let them become more of who they already are. Focus on his strengths and manage around his weakness.Don’t try to fix weakness.Don’t try to perfect each person.Instead do everything you can to cultivate his talents.Help each person become more of who he already is. One of the signs of a great manager is the ability to describe,in detail the unique Jameel Pathan/INC-Nanded 17 Slide 18: talents of each of his or her people. -What drives each one, how each ones think, how each builds relationships. In a sense, great managers are akin to great novelists.Each of the “characters”they manage is vivid and distinct. And their goal,with every employee, is to help each individual “character”play out his unique role to the fullest. Great managers spend the most time with their best people. Jameel Pathan/INC-Nanded 18 Slide 19: How to cultivate excellent performance consistently? -Casting is everything. Many managers are preoccupied with the person’s skill or Knowledge.Fair enough. But if you don’t place a person’s talent at the top of that list,you will run the risk of mediocre performance.Casting for talent is one of the underwritten secrets to the success of great managers.Say your aggressive, ego driven sales person should take on the territory that requires rapid growth ……………………… Jameel Pathan/INC-Nanded 19 Slide 20: And your patient, relationship building sales person should be offered the territory that requires careful nurturing. Every one has talent to be exceptional at some thing.The trick is to find that “something”. The trick is in the casting Jameel Pathan/INC-Nanded 20 Slide 21: Manage by exception: Everyone should be treated as an exception. Some want you to leave him alone from almost the first moment they are hired.Others feel slighted if you don’t check in with them every day. Treat each one differently,according to his needs-of course each of them should adhere to certain standards of behavior, rules. Jameel Pathan/INC-Nanded 21 Do great managers play favorites? : Do great managers play favorites? Many managers find themselves spending the most time with their least productive people and the least time with their most productive people. Shrewd? The most effective managers do the opposite.They know that the core of their role is the catalyst role-turning talent into performance. -Investing in your best is...the fairest thing to do. Jameel Pathan/INC-Nanded 22 Slide 23: ....the best way to learn & the only way to reach Excellence. “Average thinking” is a barrier to excellence. Average thinking not only leads managers away from excellence and away from their top performers, but also actively limits performance. Jameel Pathan/INC-Nanded 23 How to manage around a weakness? : How to manage around a weakness? Skill/Knowledge --------Train them. Emotional trigger---------Understanding & support. Talent ------------Difficult to change. Could be a casting error. POOR PERFORMANCE SHOULD BE CONFRONTED HEAD-ON IF IT IS NOT TO DEGENERATE TO DANGEROUSLY UNPRODUCTIVE SITUATION Jameel Pathan/INC-Nanded 24 (4) Find the right fit : (4) Find the right fit Help each person find the right fit- Where unique combination of strengths - skills, knowledge and TALENTS match the distinct demands of the role. This might mean promotion for one, termination for another, encouraging to grow within the current role or even moving back into the previous role. These are different answers, some of which might be decidedly unpopular . Regardless of what the employee wants, the manager’s responsibility is to steer Jameel Pathan/INC-Nanded 25 Slide 26: the employee toward roles where the employee has the greatest chance of success. I.e, one rung doesn’t necessarily lead to another. The first fallacy is that each rung on the ladder represents a slightly more complex version of the previous rung. Second, the conventional career path is condemned to create conflict. By limiting prestige to those few rungs high up on the ladders , it tempts every employee, even the most self aware, to try to climb on to the next rung. Jameel Pathan/INC-Nanded 26 Slide 27: The challenge is to carve out alternative career paths by conveying meaningful prestige on every role performed at excellence. I.e, create heroes in every role. Make every role, performed at excellence, a respected profession. Self discovery is the driving, guiding force for a healthy career. This is a long process and this search for a full understanding of your talents and non- talents serves as the source of energy powering your career. Jameel Pathan/INC-Nanded 27 Slide 28: Great mangers excel at giving feed back. - Their feed back is constant - Each session began with a brief review of past performance. - They made a point in giving feedback in private, one- on -one They go beyond the conventional performance appraisals. Jameel Pathan/INC-Nanded 28

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