This happened when I started working with a new boss, I am aware of has become a bad manager.
When my former boss quit, I and my team were transferred to the new Department in the company of my new boss and try to feel his new team that he leads, he started asking the question to me: "who in your team that deserved promotion?", "who's Performance below standard?", "how often do you hold personal meetings with subordinates?"
And when I answer in a row, "Um, I'm not sure", "I think everything is fine", and "Yes, when I need it", I am aware that if I don't do my job with my best. I'd love to be a good manager — but it is easy to see if I'm being a bit to be Stoic and not trying everything possible to guide my team.
Then, I decided to turn things around. I know of no direct improvements, but there are some definite step I took made me become a more trusted manager, respected, and successful. So, if you ever find yourself in my position and realize if you do not meet the description of your work, I urge you to follow the direction of me with some tips to improve your production management profession.
1. Put a personal meeting in the calendar
Every boss appealed to me to do a scheduled personal meetings with each subordinate. Despite the suggestion that, I always put it off, preferring to hold a meeting when absolutely necessary (when there is someone who has often made a mistake). I don't think if that's important to my subordinates — I travel around and talk to them every day, so why should confine our talk only as in the Office.
But, actually talk in person is your chance to give a serious suggestion (which does not happen often when you speak as usual), and give your subordinates the opportunity to talk about things that they think — as a potential rose, conflict within the group or even something about your management style that made their work seem heavy.
When I decided that I needed a boost in my management, I send an invitation letter to each of my subordinates, earnestly set a personal meeting every 2 weeks. In this way, they can prepare and little chance of me to say "Oh, we can meet next week", which will happen if I continue to schedule them whenever I like.
There is also a good chance if your subordinates do not remove their feelings most deep in the first meeting — and in fact, they may feel a bit strange. But, if you continue to meet regularly and prove if you commit to stay in touch, you will eventually build the bonds that help you and your team to have in common. You will know your subordinates in personal and professional level and you can read about their situation better.
2. Stop patching
When I look at my management style, I was forced to admit that I prefer the easy road. Not identify the root of the problem and help the performance of subordinates past that, I just patch up there — by taking their work which is very hard to do and hand out to someone who is more expert than the forefront. I do not help develop my subordinates; I even ignore problems and using quick way.
If you are looking for a way to change the performance of the management, it's time to face your subordinates and their issues (good and bad).
In my case, that meant providing training and individual coaching of subordinates if I find that does not complete the task properly. Yes, it would be even more time-saving if pass them to other team members, but by taking the time to sit together with a subordinate to do the coaching, I'd be able to improve the team as a whole. And it helps us to reach further.
At the same time, it is not enough if you rely on the employee's salary as a reward for a great job. If personal recognition has been ruled out (for me, I prefer to say "nice job." in the team meeting), applaud the members of your team. Whether you send email to your subordinates, calling him to speak four eyes, or acknowledge their work in front of the other, it is important to make them feel appreciated. And if this is not your priority, therefore.
3. help your subordinates trust you
As a manager, you have a request that comes to you from all directions. Your boss continually gives new goals to you, ask you why you didn't reach the amount expected, and put pressure so that your team motivated. Of your subordinates, you will receive a request for additional training, complaining about work that is too much, and your ideas, which have not got time then.
When I was in this situation. I prefer to let the pressure of the boss who became the everyday activities, putting aside my subordinate demand. So, they can not training they want, their work remains excessive (or boredom-approaching empty), and they are on my list of considerations which I never consider.
In fact, it will not be easy to make a balanced 50/50 between the amount of time and attention you give to your subordinates with your management. And once again, should be divided so as great? To be honest, I don't know — but, I know it's part of my job to support my team. And that means providing them with what they need to be successful, stressing their ideas to finish. (or at least consider it), and help them as much as possible,
The key? Follow up, priority, and honesty. Whenever you make a request to a subordinate or asking for help could not be directly given, write. Then, provide time to sort and begin completing requirements, whether that means getting extra exercise hours have already received or are presenting new ideas to your supervisor. Most important, whatever the result, invert again onto your subordinates and let them know what's happening — if they you let them know when the idea is left temporarily (or just not be implemented).
When you act according to your words, you will show your subordinate that not only there you are on their side, but they can trust you to help them as much as you.
Be prepared: your subordinates might be a little hesitant with the changes that have occurred to you. If you do not note and team-focused to the manager in the past, they may not trust you 100% immediately. The good news, these steps will put you back on the right path not only to improve your management capabilities, but to help the team as a whole be successful.
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