The Three Levers: What are the three things you need to know about a person in order to manage him or her effectively? The one thing all great manager know about great managing is this: “Discover what is unique about each person and capitalize on it.” Great managers play chess, using each person’s unique talents. Mediocre managers play checkers with their people. This doesn’t mean being soft the caring manager confronts poor performance early. Learn about their personal lives, and as far as you are able, be willing to accommodate the challenges of their personal lives into their work schedules. Tell your people that you care about them. Be deliberate and explicit about forging bonds. Show care for your people. Research shows that workers who feel cared about are less likely to miss workdays, less likely to have accidents on the job, less likely to quit, and more likely o advocate the company to friends and family.You should never worry about overpraising someone so long as the performance warrants it. Recognize excellence immediately and praise it so that the consequences are certain, immediate, and positive.The key is to work on defining expectations constantly, in virtually every meeting and conversation. Define clear expectations. Less than 50% of employees claim they know what is expected of them at work.Select good people. Management is about casting–finding people whose patterns of typical behavior match up with the role you need to be filled.Recognize excellence immediately and praise it.To help develop a budding leader, don’t tell him to be humble challenge him to be more inquisitive, more curious, and thereby more vivid in describing his image of a better future, and then encourage him to channel his cravings and his claims towards making this image come true. For the egomania, the self is the enterprise. The effective leader takes his self-belief, his self-assurance, his self-confidence, and presses them into the service of an enterprise bigger than himself. The difference between a leader with a powerful ego and an egomania is how the ego is channeled. The opposite of a leader is a pessimist.ĭespite their realistic assessment of the present challenges, they nonetheless believe that they have what it takes to overcome these challenges and forge ahead.Įgo: “The key thing about leading is not only that you envision a better future, but also that you believe, in every fiber of your being, that you are the one to make this future come true….You are the one to assume the responsibility for transforming the present into something better.” Properly defined, the opposite of a leader isn’t a follower. Leaders may be pessimists or even depressive (see Lincoln), but nothing, not their mood, not the reasoned arguments of others, not the bleak conditions of the present, can undermine their faith that things will get better. The core talents underpinning all great leadership are optimism and ego “You are a leader if, and only if, you are restless for change, impatient for progress, and deeply dissatisfied with the status quo.” Leaders have a vivid vision of what the future could be, and rally others to strive for it. Great leaders rally people to a better future. Great managers are catalysts–they speed up the reaction between each employee’s talents and the company’s goals. Great managers excel at turning one person’s talent into performance. The chief responsibility of a great manager is not to enforce quality, or to ensure customer service, or to set standards, or to build high-performance teams. They don’t have to possess the common touch. The One Thing You Need To Know: About Great Managing, Great Leading, and Sustained Individual Success Author: Marcus BuckinghamĬlick Here to Get the PDF Summary of This Book & Many MoreĮffective leaders don’t have to be passionate.
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