We can itemize the desired skills and qualifications for good managers on a job announcement. But there are also more intangible qualities. How do you or your managers stack up?
Good managers:
- are transparent. They are authentic, truthful, open, straightforward, and accessible. They walk their talk and keep their promises.
- build a trusting environment. They value and respect their employees, and the feelings are mutual. Their employees know they can expect honesty, open communication, and fair treatment.
- communicate honestly. They communicate their expectations clearly and as often as necessary. They give straight answers and provide direct and timely performance feedback.
- are open to new ideas. They invite and implement ideas from their employees. They create an environment where it is possible for their employees to be creative and risk making mistakes without fear of reprisal.
- are inclusive. They value the importance of a diverse workforce and ensure that company policies and procedures actively achieve this goal.
- are assertive. They handle adversity with firmness, empathy, and diplomacy. They advocate on behalf of their employees.
- handle pressure They are resilient and emotionally stable when they can handle high-stress situations.
- have strong analytical skills. Their thoughtful and systematic approach helps them to make good decisions.
- delegate authority. They avoid micromanaging. Their employees are happier and more productive because they are trusted to make good decisions.
- recognize and reward good work. They appreciate their employees’ efforts, boosting individual engagement and increasing employee productivity, loyalty, and retention
- focus on employee strengths. They develop their employees’ best skills, so the employees feel more competent, confident, and fulfilled.
- help develop their employees’ careers. They support upward progression, which is attractive to current and potential employees.
Research shows when companies increase their managers’ skills, they double the rate of engaged employees. The resulting increase in productivity can lead, on average, to 147% higher earnings per share than their competition.
If you’re ready to build or strengthen your managers’ skills, email Deborah Laurel or call 608-219-3594 to discuss how to make that happen.
Question: Do you or your managers exhibit most of these qualities?
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