A good manager has at least 10 good qualities
There isn't a magic formula for good management, of course, but if you're a manager, perhaps these tips will help you be more effective:
1. Choose a field thoughtfully. Make it one you enjoy. It's hard to be productive without enthusiasm. This is true whether you're a manager or employee;
2. Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is. One mistake is holding on to somebody who doesn't measure up. It's easy to keep this person on the job because he's not terrible at what he does. But a good manager will replace him or move him to where he can succeed unambiguously;
3. Create a productive environment. This is a particular challenge because it requires different approaches depending on the context. Sometimes you maximise productivity by giving everybody his or her own office. Sometimes you achieve it by moving everybody into open space. Sometimes you use financial incentives to stimulate productivity. A combination of approaches is usually required. One element that almost always increases productivity is providing an information system that empowers employees.
When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;
4. Define success. Make it clear to your employees what constitutes success and how they should measure their achievements. Goals must be realistic. Project schedules, for example, must be set by the people who do the work. People will accept a "bottoms-up" deadline they helped set, but they'll be cynical about a schedule imposed from the top that doesn't map to reality. Unachievable goals undermine an organisation. At my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and E-mail routinely to communicate what we expect from employees. If a reviewer or customer chooses another company's product , we analyse the situation. We say to our people, "The next time around we've got to win. What's needed?" The answers to these questions help us define success;
5. To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don't enjoy interacting with people, it'll be hard to manage them well. You must have a wide range of personal contacts within your organisation. You need relationships - not necessarily personal friendships - with a fair number of people, including your own employees. You must encourage these people to tell you what's going on and give you feedback about what people are thinking about the company and your role in it;
6. Develop your people to do their jobs better than you can. Transfer your skills to them. This is an exciting goal, but it can be threatening to a manager who worries that he's training his replacement. If you're concerned, ask your boss: "If I develop somebody who can do my job super well, does the company have some other challenge for me or not?" Many smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks. There's no shortage of jobs for good managers. The world has an infinite amount of work to be done;
7. Build morale. Make it clear there's plenty of goodwill to go around and that it's not just you or some hotshot manager who's going to look good if things go well. Give people a sense of the importance of what they're working on - its importance to the company, its importance to customers;
8. Take on projects yourself. You need to do more than communicate. The last thing people want is a boss who just doles out stuff. From time to time, prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges;
9. Don't make the same decision twice. Spend the time and thought to make a solid decision the first time so that you don't revisit the issue unnecessarily. If you're too willing to reopen issues, it interferes not only with your execution but also with your motivation to make a decision in the first place. People hate indecisive leadership; However, that doesn't mean you have to decide everything the moment it comes to your attention. Nor that you can't ever reconsider a decision.
10. Let people know whom to please. Maybe it's you, maybe it's your boss, and maybe it's somebody who works for you. You're in trouble and risking paralysis in your organisation when employees start saying to themselves: "Am I supposed to be making this person happy or this other person happy? They seem to have different priorities."
I don't pretend that these are the only 10 approaches a manager should keep in mind. There are lots of others. Just a month ago I encouraged leaders to demand bad news before good news from their employees. But these 10 ideas may help you manage well, and I hope they do.
From Oman, Muscat
14There isn't a magic formula for good management, of course, but if you're a manager, perhaps these tips will help you be more effective:
1. Choose a field thoughtfully. Make it one you enjoy. It's hard to be productive without enthusiasm. This is true whether you're a manager or employee;
2. Hire carefully and be willing to fire. You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is. One mistake is holding on to somebody who doesn't measure up. It's easy to keep this person on the job because he's not terrible at what he does. But a good manager will replace him or move him to where he can succeed unambiguously;
3. Create a productive environment. This is a particular challenge because it requires different approaches depending on the context. Sometimes you maximise productivity by giving everybody his or her own office. Sometimes you achieve it by moving everybody into open space. Sometimes you use financial incentives to stimulate productivity. A combination of approaches is usually required. One element that almost always increases productivity is providing an information system that empowers employees.
When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;
4. Define success. Make it clear to your employees what constitutes success and how they should measure their achievements. Goals must be realistic. Project schedules, for example, must be set by the people who do the work. People will accept a "bottoms-up" deadline they helped set, but they'll be cynical about a schedule imposed from the top that doesn't map to reality. Unachievable goals undermine an organisation. At my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and E-mail routinely to communicate what we expect from employees. If a reviewer or customer chooses another company's product , we analyse the situation. We say to our people, "The next time around we've got to win. What's needed?" The answers to these questions help us define success;
5. To be a good manager, you have to like people and be good at communicating. This is hard to fake. If you don't enjoy interacting with people, it'll be hard to manage them well. You must have a wide range of personal contacts within your organisation. You need relationships - not necessarily personal friendships - with a fair number of people, including your own employees. You must encourage these people to tell you what's going on and give you feedback about what people are thinking about the company and your role in it;
6. Develop your people to do their jobs better than you can. Transfer your skills to them. This is an exciting goal, but it can be threatening to a manager who worries that he's training his replacement. If you're concerned, ask your boss: "If I develop somebody who can do my job super well, does the company have some other challenge for me or not?" Many smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks. There's no shortage of jobs for good managers. The world has an infinite amount of work to be done;
7. Build morale. Make it clear there's plenty of goodwill to go around and that it's not just you or some hotshot manager who's going to look good if things go well. Give people a sense of the importance of what they're working on - its importance to the company, its importance to customers;
8. Take on projects yourself. You need to do more than communicate. The last thing people want is a boss who just doles out stuff. From time to time, prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges;
9. Don't make the same decision twice. Spend the time and thought to make a solid decision the first time so that you don't revisit the issue unnecessarily. If you're too willing to reopen issues, it interferes not only with your execution but also with your motivation to make a decision in the first place. People hate indecisive leadership; However, that doesn't mean you have to decide everything the moment it comes to your attention. Nor that you can't ever reconsider a decision.
10. Let people know whom to please. Maybe it's you, maybe it's your boss, and maybe it's somebody who works for you. You're in trouble and risking paralysis in your organisation when employees start saying to themselves: "Am I supposed to be making this person happy or this other person happy? They seem to have different priorities."
I don't pretend that these are the only 10 approaches a manager should keep in mind. There are lots of others. Just a month ago I encouraged leaders to demand bad news before good news from their employees. But these 10 ideas may help you manage well, and I hope they do.
From Oman, Muscat
Dear Mr. Adnan,
You didnt tell from where you got this '10 Qualities' of a manager. Some lines shows that the article is published by Mr. Bill Gates (Microsoft).
Please be courteous to the author of the Article whenever you copy paste something from Internet.
Regards,
Mammu:icon10:
From Djibouti
You didnt tell from where you got this '10 Qualities' of a manager. Some lines shows that the article is published by Mr. Bill Gates (Microsoft).
Please be courteous to the author of the Article whenever you copy paste something from Internet.
Regards,
Mammu:icon10:
From Djibouti
Hi Adnan,
Thanks. You have put it so aptly.
Besides knowing these qualities, more important is to practice it consistantly in real life situation.
Even if someone can practice four of these, he can visualize tremendous measurable improvement in his managership.
Most of the time, we apply (and change if required) these qualities as per our convenience. That does not produce good result in long run.
Keep posting such good things.
Regards
Nimai
From India, Bangalore
Thanks. You have put it so aptly.
Besides knowing these qualities, more important is to practice it consistantly in real life situation.
Even if someone can practice four of these, he can visualize tremendous measurable improvement in his managership.
Most of the time, we apply (and change if required) these qualities as per our convenience. That does not produce good result in long run.
Keep posting such good things.
Regards
Nimai
From India, Bangalore
Mr. Mammu,
Thousands of Articles are being published every day. Most of the articles are circulated without any information about the author. In this regards, it's quite difficult to search the original author but are again circulated for further information to other users.
So being an internet user, you must know the fact and I believe you've understand the problem.
Best Regards,
From Oman, Muscat
Thousands of Articles are being published every day. Most of the articles are circulated without any information about the author. In this regards, it's quite difficult to search the original author but are again circulated for further information to other users.
So being an internet user, you must know the fact and I believe you've understand the problem.
Best Regards,
From Oman, Muscat
Dear Mr. Adnan,
If you had read the Article you posted above once, you wont reply like this. In Quality Number 3, second paragraph
"When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;"
The above said first person "I" is not you, right? Even my 7-year-old son can answer who is that "I".
All I said you to say a "Thanks" to that person. That's all.
And I know you still dont get any idea what I am talking about, sorry.
Mammu:icon10:
From Djibouti
If you had read the Article you posted above once, you wont reply like this. In Quality Number 3, second paragraph
"When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;"
The above said first person "I" is not you, right? Even my 7-year-old son can answer who is that "I".
All I said you to say a "Thanks" to that person. That's all.
And I know you still dont get any idea what I am talking about, sorry.
Mammu:icon10:
From Djibouti
as a student of mba sir, these are a speciality to being a good manager partucularly for hr persons but here i want to include one more factor that if a manager want to become a good manager he should do any work from his soul,for the organization and also he have to think about it that the organization is like my home which we have to care it and then he will not only a manager he would become a good leader..
From India, Delhi
From India, Delhi
Good article , only while posting you should be aware to edit the things which clearly specifies your mistake. Regards Abhijeet Sawant
From India, Ahmadabad
From India, Ahmadabad
Dear Mr. Mammu,
Is there any sentence claiming that I wrote this Article?
Of course, I'm thankful to the author of the article, but as I stated earlier, I don't know the author name. Climbing to the sentence you reproduced below doesn't gives a clear idea of its author as several time some quotes from legends are reproduced to clarify the subject.
I believe you understand now.
Best Regards,
From Oman, Muscat
Is there any sentence claiming that I wrote this Article?
Of course, I'm thankful to the author of the article, but as I stated earlier, I don't know the author name. Climbing to the sentence you reproduced below doesn't gives a clear idea of its author as several time some quotes from legends are reproduced to clarify the subject.
I believe you understand now.
Best Regards,
From Oman, Muscat
Dear Readers,
Enjoy the words and do with the righteousness of their meanings. Those who wrote them are great and those who brought them for us to read have done a great effort and a good job. It doesn't make a difference if he/she wrote those words or even he/she brought them from heaven, the most important thing is how to benefit our own minds and others with them.
My kind and warm regards to you all,
Mimas Khodr
Managing Director
Misuyura Int. Trading Co.
Lebanon. India. Malaysia. Papua New Guinea
From India, Chandigarh
Enjoy the words and do with the righteousness of their meanings. Those who wrote them are great and those who brought them for us to read have done a great effort and a good job. It doesn't make a difference if he/she wrote those words or even he/she brought them from heaven, the most important thing is how to benefit our own minds and others with them.
My kind and warm regards to you all,
Mimas Khodr
Managing Director
Misuyura Int. Trading Co.
Lebanon. India. Malaysia. Papua New Guinea
From India, Chandigarh
If you had read the Article you posted above once, you wont reply like this. In Quality Number 3, second paragraph
"When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;"
The above said first person "I" is not you, right? Even my 7-year-old son can answer who is that "I".
If you still not able to understand who is that "I", you have some serious learning problem I think. The sentence "When I build Microsoft...." doesn't give you any enlightment??! Do you mean you dont't know who built Microsoft?
THAT'S WHY THE INDIAN YOGIS SAID: DONT RECITE VEDA IN BUFFALO'S EAR!
Thank you for your great effort!
Mammu
From Djibouti
"When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;"
The above said first person "I" is not you, right? Even my 7-year-old son can answer who is that "I".
If you still not able to understand who is that "I", you have some serious learning problem I think. The sentence "When I build Microsoft...." doesn't give you any enlightment??! Do you mean you dont't know who built Microsoft?
THAT'S WHY THE INDIAN YOGIS SAID: DONT RECITE VEDA IN BUFFALO'S EAR!
Thank you for your great effort!
Mammu
From Djibouti
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