Management Mastery

A successful relationship with your new boss is entirely your responsibility. We discuss the importance of understanding how your boss interacts with staff (are they a hands-on or hands-off manager?); makes and communicates decisions; how they like to communicate, and other key dimensions of their management style. In addition, we talk about how to deal with the different management styles.

We all do it from time to time -- and are often annoyed when others do it. In a new position, we talk about "how it was done (better) where I was before". DON'T DO IT. Until you are well established and understand WHY things are done the way they are in your new position, don't talk about the way it was done in your previous position. People don't see it as helpful. At best they see it as mildly annoying. Avoid it.

Having an effective network only becomes increasingly important as a manager advances in their career. Knowing how to build and maintain a strong and effective network is a key management skill. It is also important to encourage one's staff to also have strong networks as such networks can also benefit the manager.

This is a repeat of the episode on the importance of maintaining a healthy Work-Life balance.

The primary task of any manager, of course, is to ensure that their department delivers results effectively, efficiently, on time and on budget. In this episode we cover the critical steps managers should follow to maximize their success in delivering superior results.

Once you have identified the candidate you want to hire, there is still much to do, from checking references, making an offer, negotiating salary, if necessary, and successfully on-boarding the new hire. At any point in this process, the candidate may be susceptible to a competing offer from another organization. This episode covers all of these areas to help you be successful in your hiring of your desired candidate.

It is important to remember that, when you seek to hire the best candidates for a job, they will be evaluating you, your department and your company just as you will be evaluating them. Your behavior in the interviewing process can be just as important as the candidate's in determining your success in landing the best candidate.

In addition, your -- and your staff's -- behaviors towards the candidate up until they start on the job can also prove to be important.

The first step in hiring the best candidate for a job is the screening process. This begins with a review of the resumes of interested candidates -- either by the HR Department and/or by the hiring manager. This process removes from consideration candidates who clearly do not meet the requirements for the position, based on their resume. This is followed by a "screening conversation" between remaining candidates and the hiring manager to further reduce the number of applicants to only those worth serious consideration.

Preparation for hiring top talent has to begin even before there is an opening to fill.

One of the first, and very important, tasks of a new manager is to begin to evaluate the staffing and structure of their department to ensure it is aligned so as to be most effective in meeting the goals and objectives of their new department. Initially, this consists largely of systematically observing and listening to clients, management, and high-performing staff to identify the department's strengths and, more importantly, weaknesses. Only then, and in discussions with their management, staff and customers, should the new manager begin to make needed changes. These changes must be made cautiously, being sensitive to the feelings and perceptions of the more valuable staff, so that the changes are seen in a positive light.