BRIEF PROFILE

My photo
I setup Synergy Management Associates (www.synergymanager.net) in 1993 as a center for promoting business excellence through its training and consulting services We have promoted innovative managment ideas, managing senior level projects and for delivering creative client solutions across business segments. We has shown time-tested capacity to build "Peak Performance Organisations" . by Designing Business Excellence Models, Audit and Design HRD Systems, Implement Performance Management Systems. I have been called “disruptive thought leader in the boardroom ” or “contra rebel” for my tangential thinking and ideas to improvise business vision and policy as a corporate advisor; I have helped young managers business scions and young entrepreneurs (who wish to become future CEOs) through my META+COACH MODEL. I have been called “performance turnaround specialist” by the sales managers for the quantum improvement Direct Marketing Campaigns and Steping -up Salesforce Effectiveness, I found time to be a visiting professor and seminar leader at India's premier management institutes and Chamber of and a keynote speaker for numerous conferences & seminars.

Friday, January 3, 2014

GREAT MANAGERS MAKE THE ORGANISATION GREATER

DNA OF A GREAT MANAGER





Greatness  is not a cap your wear or take off for the rain or sun. It must come genuinely and spontaneously from within. You must possess it as dear and give it to others joyously not as a sense of compulsion to toe the company’s HR policy.

 Here is a summary of reasons why some managers become great not by they saying but because their followers call them “great”


  1. Enjoy helping people grow. Few things feel better than helping someone who is new to a role, or who has been struggling, into becoming a productive, confident person. There’s a kind of satisfaction in helping someone figure out how to be successful that doesn’t come from many other living experiences. Great mangers love seeing this happen on their teams.
  2. Love creating positive environments. A great manager creates a team and and office environment that makes it easy for smart people to do good things. They love that moment when they wander the halls and see all sorts of amazing things happening all on their own, with passionate, motivated people doing good work without much involvement from the manager.
  3. Want to correct mistakes inflicted on them. Some great managers are looking to undo the evil managers they had. Rather than take it out on their subordinates, they want to do a kind of pay it forward revenge: prove to themselves and the world that it can be better that what happened to them in the past. This can create the trap of fighting the last war: your team may not care at all about avoiding the mistakes of your previous manager. They want to avoid the mistakes you, and your blind spots, are probably making right now.
  4. Care deeply about the success and well being of their team. Thoroughbred horses get well cared for. Their owners see them as an expensive asset and do whatever they can to optimize their health, performance, and longevity, even if their motivations are largely selfish. A great manager cares deeply about their staff, and goes out of his way to protect, train, care for, and reward their own team, even if their primary motivation is their own success.
  5. Succession mentality. A successful manager eventually realizes their own leadership will end one day, but if they teach and instill the right things into people who work for them, that philosophy can live on for a long time, long after the manager is gone. This can go horribly wrong but the desire to have a lasting impact generally helps people think on longer term cycles and pay attention to wider trends short term managers do not notice.
  6. Long term sense of reward. Many of the mistakes managers make involve reaping short term rewards at the expense of long term loyalty and morale. Any leader who inverts this philosophy, and makes short term sacrifices to provide long term gains, will generally be a much better manager. They recognize the value of taking the time to explain things, to build trust, to provide training, and to build relationships, all of which results in a kind of team performance and loyalty the short term manager never believes is possible.
  7. Practice of the golden rule. It’s funny how well known this little gem is, and rare in life people follow it. But I think anyone in power who believes in it, and treats all of their employees the same way they truly would want to be treated, or even better, treats employees as they actually want to be treated, will always be a decent, above average manager. A deeply moral person can’t help but do better than most people, as treating people with respect, honesty and trust are the 3 things I suspect most people wish they could get from their bosses.
  8. Self aware, including weaknesses. This is the kicker. Great leaders know what they relish and are proficient in , and either work on those skills or hire people they know make up for their own weaknesses, and empower them to do so. This tiny little bit of self-awareness makes them open to feedback and criticism to new areas they need to work on, and creates an example for movement in how people should be growing and learning about new things.
  9. Sets tone of healthy debate and criticism. If the boss gives and takes feedback well, everyone else will too. If the boss is defensive, passive-aggressive, plays favorites, or does other things that work against the best idea winning, everyone else will play these destructive games. Only a boss who sees their own behavior as a model the rest of the organization will tend to follow can ever become a truly great manager. Without this, they will always wonder why the team behaves in certain unproductive ways that are strangely familiar.
  10. Willing to fight, but picks their battles. Great managers are not cowards. They are willing to stake their reputation and make big bets now and then (I’d say at least once a year, as a totally random, put possibly useful stake in the ground). However they are not crazy either. They are good at doing political math and seeing which battle is worth the fight at a given time. A manager that never fights can never be great – they will never have enough skin in the game to earn the deepest level of respect of the people that work for them. But a manager that always fights is much worse. They continually put their own ego ahead of what their team is capable of.

 WHAT DO THE TRULY GREAT MANAGERS BELIEVE IN?
  1. To be a GREAT manager one must be a manager of self-first. Remember that those who are under your supervision are the backbone of your company. Treat them with respect and dignity. The Law of Mutual Exchange demands that you do. When you pick up one end of the stick, you get the end opposite also.
  2. To be a GREAT manager one must first be a student. Learn from those under your supervision. No man is an island unto himself. Realize that every employee is a never ending, vast supply of human potential. Tap the supply while opportunity is ripe.
  3. Every human being is a diamond in the rough waiting to be brought to full brilliance. As a GREAT manager, you must help to develop every facet until the whole person emerges.Every person is a unique individual. Find that uniqueness and tap into it. Develop it to its full potential.

4.     Managers believe that people are innately good. Without this core belief and faith in people, great management is not possible.(remember old guru Douglas Mcgregor theory x and theory y)Managers believe they do not work on their people, they work with them; they enable and empower them.

5.     Managers believe that “empowerment” comes from within, and has more to do with self-motivation and innate talent than with the acceptance of authority. They get their cues from the person, not from the task or process.Managers believe that all people have strengths which can be made stronger, and that their weaknesses can be compensated for to become irrelevant.

6.     To be a GREAT manager, your first priority is to be a GREAT teacher.Managers believe they coach and mentor people, and they love doing so — not “like,” love. When it comes to training, the great managers do not believe they train people, they believe they train skills and offer additional knowledge.

7.     Managers believe that the people they manage are more than capable of creating a better future. They hold great faith and trust in the four-fold human capacities of physical ability, intellect, emotion, and spirit.

8.     Managers believe in the power of positive, affirmative thinking, and they have a low tolerance for negativity. They are confident and eternal optimists.

9.     Managers believe it is their job to remove barriers and obstacles so people can attain the level of greatness they are destined for. They believe that “can’t” is a temporary state of affairs, and that everything is only impossible until the first person does it.

10.  Managers believe that their legacy will be in the other people they have helped to achieve worthwhile and meaningful goals. They believe that success is measured in people who thrive and prosper.

A GREAT manager is one who others will want to follow. Not because he is their manager, but because of what he stands for.That’s why managers matter, and why management is vitally important. A company cannot be greater than the manager’s who work for it.

With best compliments
Dr Wilfred Monteiro

No comments:

Post a Comment