10 Ways to Intensify Your Managerial Results

intensify:
v 1: increase in extent or intensity; 2: make more intense, stronger, or more marked; 3: heighten, deepen; 3: become more intense.

Tough times call for tough measures. Companies that have excelled in the past are struggling and others are emerging as leaders in their markets. Executive teams are adjusting strategies and expectations more frequently to consider trends in the marketplace, the national economy, and the world. It is the manager’s job to run the business based on the new and frequently changing demands.

Managers have the opportunity, and responsibility, during difficult times to influence their businesses in a positive way. You probably recognize that your greatest potential for impact comes during business downturns or high growth periods, both of which can be very stressful situations. As John F. Kennedy said in his inaugural speech, “When written in Chinese the word crisis is composed of two characters. One represents danger and the other represents opportunity.” The most effective managers are the ones who are able to seize opportunities in the midst of difficult times.

There are right ways and wrong ways to “turn up the heat” in your organization. The right ways intensify results while strengthening relationships and skills. Here are ten ways to make an immediate and positive impact on you, your team, and your organization.

10 Ways to Intensify Your Managerial Results

1. Enable everyone in your organization to focus - like a laser beam - on what they need to accomplish. Get rid of tasks that do not contribute to goals. Be tough when judging which work stays and which work goes. You may not be able to control or say "no" to everything, but do what you can.

2. Kick up your passion for the business. Take on challenges with vigor. Get excited about what you don’t know is possible. Passion spreads like wildfire – exponentially.

I love the word vigor, which describes active strength or force. Be a force for forward movement every day at work.

3. Strengthen your convictions and be resolute. If something is very important, make sure everyone knows it. Establish what shall be and communicate the reasons clearly. This is important because during times of change we can lose sight of what's still the same and what's still a priority.

4. Communicate, communicate, communicate. Speak frequently and specifically about action plans and tactics. Have more update meetings, with everyone expected to contribute to the status of action items, ideas, and barriers. Your team members should do most of the talking. Update and communicate your plan often.

5. Ask plenty of questions aimed at solving problems or uncovering an opportunity. These questions should be tough and specific.    

6. Take your boss to lunch. Make sure that you know what he or she expects of you and how he or she would define managerial excellence for your position - you want to know what you are shooting for! Discuss concerns, opportunities, and how your team can contribute. Update your boss twice as often as usual and be specific. Make sure he or she knows what you are doing to proactively manage and get results. Share all relevant information so that your boss can help you succeed.

7. Be a demanding partner of internal and external customers. Clarify expectations and ask them to keep their commitments. Do this in a way that builds the partner relationships today and for the future, such as participating in a collaborative problem-solving meeting. Always address concerns assertively and productively.   

8. Understand the facts of the moment and look for how trends are changing. In rapidly changing environments, priorities can change daily.  If it doesn’t look or sound right, keep digging. Utilize temporary systems to remain flexible in times of flux.

9. Innovate. There is always a better way, or an opportunity to improve. Make unreasonable (big) requests. Look to dissimilar environments for inspiration.   

10. Ride the wave of change and stay engaged. Manage stress and learn to relax so that you can sustain your ability to be a player. Managers are like first responders in many ways and should take care of themselves to that they can better take care of others

Comments

[Jo Ellen Roe]

It's interesting to note that at least half the things you mention in this article are, in one way or another, people skills. Being sensitive to the way employees are feeling, making sure to communicate frequently, making clear what's important, taking your boss to lunch ... all of these are the basics for treating people right, especially in stressful times. In my view, there's nothing easier not to do or more important to do.

[Lisa Haneberg]

Jo Ellen - Good observation and I agree - during tough times it is even more important to focus on building and maintaining great work relationships.

[greatmanagement]

An excellent article covering all the major points. I know many of the points you mention include Staff Management but I'd like to specifically add a point (number 11). Be there for your staff. Listen, support, counsel, buy coffee, get your hands dirty when needed and take them out to lunch to celebrate.

Andrew

[Wally Bock]

Congratulations! This post was selected as one of the five best business blog posts of the week in my Three Star Leadership Midweek Review of the Business Blogs.

http://blog.threestarleadership.com/2009/02/25/22509-midweek-look-at-the-business-blogs.aspx

Wally Bock

[Hayli @ RiseSmart]

Great post! @Andrew, these are great things to boost employee morale, especially when it's clear there are no strings attached. I.e. you're doing it b/c you care, not because you're going to spring a big project on them tomorrow.

I particularly like Andrew's tip about getting hands dirty/getting involved. I'm a big believer in not asking any employee to do something you haven't done/wouldn't do yourself and nothing is more encouraging than seeing the boss's bosses pitch in and help in a pinch.

[Lisa Haneberg]

Thanks Wally for sharing the post. Hayli - yes, no strings attached is KEY!

[Tsqynxee]

PCK8XA comment5 ,

[losing weight with adipex]

If you have to do it, you might as well do it right.

[phentermine online pharmacys]

If you have to do it, you might as well do it right.

[innocentha]

last details instrumental assumptions

[keciabland]

include vapor weathering conclusions modeling decline open

[aethelbeor]

http://www.ipodobserver.com http://www.techedgeezine.com non working http://answers.yahoo.com areas http://arstechnica.com