Management effectiveness attributes

Management effectiveness

Stop sweating the ‘small stuff’

Management effectiveness means managing less while achieving more. With management effectiveness, good things come to those who believe in what they are doing. Better things come to those who are patient and the best things come to those who don’t give up on important issues and projects. Overcome your problems, frustrations and burnout by making more time for the activities and people that matter most to you.

At the same time, you can free up more time to learn about the things that will propel your business into the future, more profitably and sustainably. Learning about physical and digital body language is one thing that can improve your management effectiveness. Old ways of reading your effectiveness may need to be reevaluated.

Learn how to figure out the most important projects you need to work on because you will want to achieve your definition of success. “What is the one thing you need to get done next so you can stay on track”? By asking this question you will be forcing yourself to focus on the most important task first.

Focus on important stuff because small stuff won’t take you far

Attack the important things to do today, this week, this month, this quarter and this year because they will make the business successful. Of course, in order to answer that question effectively, you first need to be clear about your vision for the future so that you have the proper context.

Ultimately, you will improve your management effectiveness by maximising the use of your time. It  is not about what you should do, it’s about what you choose to do. Do you want to work more effectively and achieve your goals, because if you’re not something has to change? Do you want to have more time to yourself and find ways to be rested and renewed?

Take control of your time and watch your management effectiveness soar. The goal should not just be to make the best use of your time, it should be to use the time to get the most out of work and life. Maintaining a healthy balance with improving management effectiveness.

Management effectiveness means doing less is more

Cut your to-do-list to less than 10 items a day. This forces you to set fewer goals and focus on what is really important. You probably have a desire to accomplish many things, but experience has shown time and time again that less is more so when it comes to making things happen, you have the time available.

When reducing your to-do-list, look at reducing the number of projects you are working on at any one time. It is said that Steve Jobs used to take his managers for planning retreats to identify and rank the top 10 strategic priorities for Apple. Members of the group competed intensely to get their ideas on the top 10 list. Jobs would then take a marker and cross out the bottom seven. “We can only do three,” he would announce.

Defining managerial effectiveness depends on your business  management model. One way to look at managerial effectiveness is the combined effect of a manager who uses different management tools and techniques. Their model includes communication technologies, data, knowledge, action, performance measurement, feedback, change and innovation.

In this model, a manager brings all their actions together so all parts of the business are run effectively, all day every day. Providing different kinds of assistance to employees, such as helping them adjust to change and come up with new ideas that lead to innovation.

Take a look at your current projects  

Management effectiveness in smaller businesses means dealing with having more projects on the wish-list than they have resources to successfully undertake. All too often you believe you can do much more than your management skills and resources will allow. The same problem also exists in big businesses and governments.

Take the lead from Steve Jobs and limit your projects to a comfortable three.  What are the most important projects that will have the biggest impact on your business and you have good control over?

Now list the actions people can take each day, week and month so you can see the project successfully completed. Small actions lead to big accomplishments.

Regardless of how many actions need to be taken to complete a project. Make sure the actions are clearly highlighted for completion in the coming week.

take-a-look-at-your-current-projects

Take a hard look at your current projects. What can you delegate and what can you outsource to improve your effectiveness.

 

Take a look at each person’s to-do-list

Most people usually have to manage a huge to-do-list. Effectiveness and efficiency tend to decline as workload increases.  The to-do-list simply becomes a catch-all for everything to get done.  All jumbled up and being kept moving forward without any action. It becomes a list of ‘stuff’. Your management effectiveness can often be measured by what is on your daily to-do list.

Help them to first identify and prioritise the goals and tasks that are important to them. This gets back to the old saying, “that if you help someone achieve their goals they will help you achieve yours”.

Now identify the projects and activities you want the person to work on

Set the project objectives you want them to work on. Then leave them to come back to you with the strategies and actions they will take and when they will complete them. When they get back to you, help them with refinements and acquiring resources they need.

Advise them of any problems you foresee and let them know they are at liberty to work on their own tasks as they complete yours. Often this requires encouraging them to say “No” to anything else that comes up, as well as supporting them and protecting people from any distractions.

Successful business execution is not about working hard or being busy. It is about everyone focusing on the “vital few” actions that will make the biggest difference in achieving outcomes, each day, week and month.

Achieving more with less

It is better to do less and do it well than to take on too many things and spread yourself too thin. Your objective for successfully achieving your goals should be to ‘manage less to achieve more’. This means only working on what is important and will have the biggest positive impact, and delegating or outsourcing the rest.

Business managers today are busier than ever and it seems to be getting worse. High standards, uncompromising work ethic, demanding customers, technology, constant restructuring, future planning, innovation and competition.

Of course, family obligations and the details of daily life all combine to create the kind of pressure that inhibits management effectiveness. Anyone who suffers a scarcity of time must learn to be more effective in their use of time or risk becoming victims of their own success.

Your aim is for everyone on your team to finish each day, week and month with a sense of satisfaction and achievement. You want everyone to be able to achieve what they set out to achieve, not be bogged down with ‘stuff’. It’s much more satisfying than having a whole lot of projects still up in the air, with everyone grinding away day after day, and never feeling the thrill of success.

Without micro-managing make sure actions are achieved

When actions are not achieved if you don’t hold people accountable then you’re not doing your job as a manager. When you are the manager your job is to get things done through others and you only win when your team wins. If you let a person off-the-hook for not completing their actions in the allocated time frame, it lowers the performance of the team and the business. Anyone who suffers from a scarcity of time must learn to be more effective in their use of time or risk becoming victims of their own success.

It is one thing to make people accountable. But, if you want it to happen automatically never forget to celebrate successes along the way, no matter how small. Give people the recognition they deserve and never take them for granted. Ensure they have the technology and other resources they need to operate efficiently and effectively.

Rethink the way you manage your business

Reinforce good behaviour. Every small win adds up to meaningful results over time. What can you do differently to make sure you (and your team) obtain the ongoing outcomes you want. Take a second look at how you view the future and how your management will deal with all the disruptions and destructive forces.

Consider outsourcing any of the time-consuming activities in the business. More than likely other people or organisations who can do the same tasks cheaper and better. Even on a tight budget, you could discover that the time alone that you’ll save, will make it worth it.

Businesses are seeing a better way to achieve their strategic objectives by outsourcing. It can reduce costs, improve customer satisfaction and provide efficiency improvements. Outsourcing is important for smaller businesses in growing profits and sustainability. Ask yourself. “Why would some of the best supply chain experts in the world decide to outsource”?  http://goo.gl/W9YHZj

Everyday technology offers you innovative ways to do more with less. When you think about innovation and new ways to manage your business, you probably think about the huge leaps that have been made. The lightbulb, the aeroplane, the computer, the Internet, robotics and social media, along with the leaps you hope to make. At its core, innovation is really about finding creative solutions to existing problems frustrations, wants and needs.

Challenges you faced every day. Technology is improving all the time, without it improving management effectiveness becomes very difficult. Rethink how you use technology to achieve more by doing less. This may require some input from a range of technology advisors. ‘Business is too hard doing it by yourself’. However, utilising good technology across the various functions can be very advantageous for innovation, profitable growth and sustainability.

Fix your work/life balance

Fix your work/life balance an important key to management effectiveness. When your work life and personal life are out of balance, your stress level is likely to soar. You can use these practical management effectiveness attributes  to restore harmony.  There was a time when the boundaries between work and home were fairly clear. Today with the increase in mobility, work is likely to invade your personal life more than ever. Maintaining a work-life balance can be a simple, or complex task, depending on your perspective.

Work-life balance is about adjusting your day-to-day activities to achieve a sense of balance between work life and personal life. You want the people you live and work with to be able to celebrate their achievements along with yours and not feel like failures. Waiting for good things to happen is a pipe dream, even if you do reduce the number of projects on your to-do list. The next step is to ensure everyone is setting the right objectives and strategies by taking the right actions in the time available.

When you plan your week, make sure to schedule time with your family and friends along with activities that help you recharge your own batteries. No one likes a tired and cranky person coming home from work every day, build downtime into your schedule.

Take stock of activities that don’t enhance your career or personal life, and minimise the time you spend on them. Drop activities that sap your time or energy. Many people waste their time on activities and people that add no value, who are consistently complaining and have a negative outlook.

Accountability is important

Your aim is for everyone on your team to finish each day, week and month with a sense of satisfaction and achievement. You want everyone to be able to achieve what they set out to achieve, not be bogged down with ‘stuff’. It’s much more satisfying than having a whole lot of projects still up in the air, with everyone grinding away day after day, and never feeling the thrill of success.

When actions are not achieved if you don’t hold people accountable then you’re not doing your job as a manager. When you are the manager your job is to get things done through others and you only win when your team wins. If you let a person off-the-hook for not completing their actions in the allocated time frame, it lowers the performance of the team and the business. Anyone who suffers from a scarcity of time must learn to be more effective in their use of time or risk becoming victims of their own success.

It is one thing to make people accountable. But, if you want it to happen automatically never forget to celebrate successes along the way, no matter how small. Give people the recognition they deserve and never take them for granted. Ensure they have the technology and other resources they need to operate efficiently and effectively.

What can you do differently to make sure you (and your team) obtain the ongoing outcomes you want. Take a second look at how you view the future and how your management effectiveness will deal with all the disruptions and destructive forces.

Make a start by applying the 80/20 Rule

This is also known as the Pareto Principle and the Law of the ‘vital few’. It is a common rule of thumb in business because it is a great tool to improve management effectiveness. The 80-20 Rule means that in anything a few (20 %) are vital and the many (80 %) are trivial. You need to concentrate on outcomes, not on being busy. The busy, busy syndrome could cost your business.

 Applying the 80-20 rule

  • 80% of your business will come from 20% of customers.
  • 20% of your people will make 80% of sales.
  • 80% of the profit will come from 20% of your products.

Good businesses look for the important 20%

  • They spend 80% of their time with 20% of the customers.
  • They work with 20% of customers who produce 80% of the sales.
  • Good managers spend their time on products and service that contribute 80% of profit.
  • They spent 80% of their time on a task that contributes 80% of profit.
  • The spend 20% working with individuals, 80% with groups.

Where can you apply the 80/20 rule so you can improve your management effectiveness? The value of the 80-20 rule is that it reminds you to focus on the 20% that matters. Of the things you do during your day, only 20% really matter. That 20 % of activities produce 80% of your outcomes. Identify and focus on those things. It will serve as a daily reminder to focus 80% of your time and energy on the 20% of you work that is really important and has the biggest impact.

Quotable quotes

“There are only three measurements that tell you nearly everything you need to know about your organisation’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energised employees who believe in the mission and understand how to achieve it”. Jack Welch

“Research indicates that workers have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company”.  Zig Ziglar

 

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