Helping New Managers Train for Success

A promotion to a management position is a valuable opportunity to gain prestige, visibility and a higher salary. Yet, this promotion is often the result of long term service to a company and historical job knowledge, not because of real-life management experience. New managers are left to rely upon their common sense and gut instinct or to simply learn as they go. This current model promotes frustration and dysfunction within a company, not success.

If any of this sounds familiar to you, you are not alone.

To combat this lack of new management training, Launching Lives’ Founder and Owner, Sylvia Helper will soon launch a new product specifically aimed toward assisting individuals in learning the essential skills needed to function as a manager. Launching Leaders With Sylvia: 5 Essentials for First Time Managers is designed to address the challenges and uncertainties experienced by individuals in new management positions. This product features instruction around the five essential aspects of management including: mindset toward management, time management, professional image, supervision and building trust.

Referred to as “The Manager’s Coach,” Sylvia Hepler is an industry-recognized expert in the field of management and leadership training and coaching. Her background in management provides her with the insight needed to develop a management training product of the highest function and value. In designing this product, Sylvia knew it needed to be something compact, to the point and accessible whether you were at home, in the office or on the road. And that’s exactly what 5 Essentials for First Time Managers delivers. This single kit combines hours of reading books and attending seminars into just five disks which can be listened to anywhere you are.

“When I was first promoted to a management position, I read books and attended seminars, but these resources didn’t boil down the essential content in the succinct, cut to the chase, sort of way I craved,” said Sylvia Hepler, President of Launching Lives, LLC. “I developed 5 Essentials for First Time Managers as the product I wish I would have had and as a way to give new managers the information they need—clearly, simply and fast.”

This product is ideal for new managers who wish to create a working professional image, enhance supervisory skills, combat low productivity and disorganization and develop loyalty and trust with employees. 5 Essentials for First Time Managers will officially launch in the coming weeks where it will then be made available for purchase from the Launching Lives web site or from Amazon.

Two More Types of Bad Bosses and What You Can Do About Them!

We are wrapping up our 4-week series on the boss/employee relationship.   If you recall, I wrote a story  about a few types of bad bosses and what you can do about them, in January. I would like to choose two more and elaborate on them: the poor communicator and the excuse maker.

POOR COMMUNICATOR
If your boss doesn’t give adequate direction, fails to provide step by step process instructions, and/or doesn’t directly put forth her expectations, you need to press for clarity on a regular basis.  Try saying something like this:  “If it’s okay with you, I’d like to take a moment to repeat back the series of steps you just outlined for this process.”  Or, you might say:  “I want to be sure I am meeting your expectations related to this current project.  Here is what I think you want me to accomplish.  Is this accurate?”

EXCUSE MAKER
The boss who fails to face his shortcomings and take responsibility for them is a real challenge.  If he makes excuses for what he can’t find, can’t learn, doesn’t know, and doesn’t have, he’s going to make your life more difficult than it needs to be.  If this describes YOUR boss, then you are going to have to take charge of your situation by asking lots of questions.  These questions might sound like this:  “I am hearing that you don’t know the information I need to move forward on this project.  In your opinion, who should I go to in order to get that information?”  Another question could be:  Since you can’t locate your notes on last week’s incident, how shall I proceed with my piece of the report?”

For more information on how employees preserve the relationship with their bosses when conflict exists between them, check out this short clip on the topic:

If you have a question regarding the relationship among your employer or employee(s), send your questions, in confidence, to: dearsylvia@launchinglives.biz.

Avoid Self Sabotage with Self-Discipline and Commitment

The following is a contribution about self-discipline from Eric Olson, Owner of Windmill Creek Studios.

Self-discipline is easy when you’re committed. You want to do the work, can’t wait to do it. People ply you with diversions but you’re a bulldozer of intention. Time stands still and you come out of the zone hours later, as if it were minutes. This is the dream.

The only problem is how to become committed. It seems easy at first; you “just decide.” You begin. But things come up. Plans never quite work out. The will is drained.  For many people, this is the reality.

What goes on here?  What is the force preventing the insurance adjuster from becoming a successful painter?  What blocks the lawyer from becoming a songwriter? Why does the bus driver drive a lifetime away instead of becoming the organic farmer she really wants to be?

In The War of Art, author Steven Pressfield calls it Resistance. He says, “Resistance by definition is self-sabotage…the most toxic force on the planet.” The devil lies within. But if we can overcome this demon, we break the shackles preventing us from being the person we’re meant to be. As we all know, this rarely happens – but some people manage it.  How?

Sometime, ask an artist if they feel alone in the studio, at the typewriter, in the darkroom.  Most artists will react with a surprised “No!” When we’re working we’re not alone. We’re in a world of imagination, working with colors and ideas and characters that form as if they are alive.

It’s not easy to be an artist.  There is the training, which can steal more years than becoming a doctor. There are the lonely voyages of self-discovery, the false starts and blind alleys.  There can be ostracism, and doubts poured like boiling pitch on new ideas. Money is nearly always a problem, and so is the struggle for acceptance.

The artist endures all this and more in her journey.  If she sticks to it, through all these trials, something evolves.  The artist gives form to that magical source of inspiration, illumination, challenge and delight that is art.

The secret is commitment. When commitment is made, barriers come down, doors open, a mystical synchronicity happens. Resistance disappears.

Or as the good folks at Nike say constantly, “Just do it.”

Eric Olson began his formal training at Pratt Institute in 1966, where he studied Industrial Design under Etan Manasse. During the next 24 years Olson developed numerous award-winning products, pac kaging, graphics and websites for clients such as IBM, Vivitar, Mobil Oil, and Nakamichi America. Eric turned to fine art photography in 2003 and has exhibited frequently in the East Coast.  Eric’s goal is to share complex feelings in visual form that others can perceive intuitively. His works have been exhibited in the USA and Europe, and are found in private and corporate collections, as well as contemporary art galleries and museums.

Laughing your way to self-management

This week, we continue the series on self-management.  Did you know that self-talk has an impact on someone’s ability to manage himself/herself?  Learn more about this in my video.

Smiling and laughing can actually be beneficial for self-management. I am delighted to have a guest blogger who is extremely knowledgeable of the subject. Below is a post by Helen Marie Szollosy of LAFOLOT.

How is laughing good for you? Can it be used as form of self-healing?

Laughter Wellness is endorsed by the American Heart, Arthritis, Diabetes and Cancer Associations.  I was trained by a psychologist (Steve Wilson) whose use of laughter wellness is geared towards ‘healthy socialization’.  He, in turn, teamed with a cardiologist (Madan Kataria) who saw that people that laughed more, healed faster!  So, yes – it can be directly related to healing mental, physical, emotional challenges!  Why? Studies have found that laughing hardily for 20 minutes: opens the blood vessels 20 percent more, increases disease fighting anti-bodies in the blood stream and in saliva (thus helping to ward off respiratory ailments, improve circulation and create a healthy flow of blood in the body!).  It has also been found to reduce blood pressure, aid in digestion, increase serotonin levels (boosting the mood to help fight depression), and open the left and right brain hemispheres for improved communication.  I have been told by persons taking advantage of mental health groups, dealing with depression, when they once again found LAUGHTER, they knew they were going to be okay!  I also know some that laugh for 20 minutes before going to the dentist or other medical treatments, to avoid taking pain killers or using Novocain!

What advice would you give to someone who has trouble “laughing at them?”

With regards to laughter wellness, to benefit from it, you don’t have to have a sense of humor, nor ‘get a joke’.  Laughter wellness is like EXERCISE, thinking of it like jogging or doing sit-ups.  Just the ‘act of laughing’ is what brings on the health benefits.   I meet many people in my business. Many people share stories of being reprimanded for laughing or smiling in schools, orphanages, etc.  As adults, there are specific reasons WHY a person does not laugh readily.

Another way I would word ‘being able to laugh at oneself’ would be to say: let it go.  I often ask people, ‘how much weight to you want to put on that particular issue that is bringing you down?’  Do you want that issue, action, person to cause you ill health or stress?  It’s another way I get people to RE-LOOK at how they see something that is troubling them.  Then, instead of being able to ‘laugh it off’, a person can use personal reasoning, making it their own decision, on whether they want to ‘let it go’.  Since, that’s what ‘laughing at one’s self’ does; lightens up the attitude and causes the person to look at themselves in a more forgiving way.

How do you make others laugh?

Helen Marie Szollosy

I don’t.  I was trained to ‘invite’ my audiences to laugh in order to promote healthy socialization.  I create a very comfortable, non-threatening, optional participation environment.  Once this is done, I suggest or invite that they may want to do a particular ‘exercise’ with me to induce laughter sounds (HA, HO, HE).  In the process of creating a relaxed environment; and then doing the ‘silly, mirthful’ activities – some people just naturally start to laugh!   For example: I can ask my audience to say the Vowel sounds and laugh with each one.  I announce ‘Let’s try the letter ‘A’.  Aaaaaaaaa hey hey hey hey hey; then onto the letter  ‘E’eee hee hee hee hee hee  and so forth.  Some people feel silly and freely start to laugh and smile.  Some don’t participate and that’s okay.  Afterwards, I’m complimented for ‘allowing people to BE’ without forcing participation.

Tell me something about smiling or laughing that people may not know!

Ah!  I LOVE this one!  Do you know that an area in the middle-top of the brain is known as the area for empathic response?  This means, if I gently smile at you – there’s a chance you will automatically return the smile, even if you don’t know me.   The same goes for a scowl or angry action.  Just by doing a specific action, I can cause a chain reaction.   I started a HA HA Helen’s SMILE CAMPAIGN where I give myself a point if I get a smile returned; or 2 points if I get a smile and a verbal response.  I started this as a scientific experiment; and soon it became something that gave me such a warm, fuzzy feeling, I realized the POWER!  Just by smiling gently, I could uplift and lighten-up the person with whom I shared the smile, as well as myself!

Smiling has the SAME health benefits as laughing!  There was a test done called the Straw smile experiment.  One group sat with a straw in their mouth sideways – creating a SMILE face.  The other group sat with the straw in the mouth regularly, causing a set look or frown.  The STRAW SMILE group showed all the positive body responses and the other groups test results were not as healthy.  Interesting!

I tell people, if you’re not into laughing for the health of it, just SMILE.  You can easily do this while sitting at an office desk or out in public, shopping or traveling.  It’s a great stress reliever and fun to try while looking at another driver when stopped at a large intersection.  Gets drivers to become more alert!

Organize Your Time and Reduce Your Stress

Our theme this week is “Organize Your Time and Reduce Your Stress”.   Who better than Angela Aldrich to write a guest spot on the topic?! Angela is the president of A3 Organizational Consulting and her piece is brilliant. Here’s Angela’s blog entitled, “Don’t Try and Manage Time, Just Utilize It.”

Do you feel no matter how much you work you never really get anything accomplished?  Is your “to do” list too overwhelming to look at?  The problem may be how you think about time.  Can we really manage time?  By definition, to manage something is to “direct with a degree of skill”* or “work upon or try to alter for a purpose”*.  These concepts can’t be applied to time.  The fact is there are sixty seconds in a minute, sixty minutes in an hour, and so on.  The boundaries of time are an accepted fact that we can not change.  It is not how we manage the time, but how we utilize it.  There are three main obstacles that people face in the workplace when it comes to their time; lack of prioritization, failed attempts at multitasking, and overall respect for one’s own time.

Most would say that whatever has been put off the longest would go to the top of the priority list.  Looking at your task list think to yourself, “Which one of these things is going to accomplish a tangible goal?”  Use common sense and always make the priority the task that will affect your bottom line.  Think about how you operate each day.  Identify the opportunities in your daily tasks to create opportunities or revenue.

Most people in today’s workplace must multitask to some degree.  However, it is better to do each job at 100% than ten jobs at once, each at 60%.   Some people are of the thought that if you do one thing at a time you are slow, lazy, or unproductive.  Not so.  People who complete one task at a time are less likely to make costly mistakes and are often more productive overall.  If you are an effective multitasker it is usually because you are aware of your limitations and always have a focus on the ’main’ task at hand, while the others are peripheral.  Good multitasking occurs when no more than two things are being attended to at one time.  If three or five tasks are being attended to at once, all suffer in the end.  For every task over two that are being simultaneously attempted, the percentage of accuracy decreases.  There is no crime in handling each task, by importance, one by one.  You can actually get more accomplished and create a higher quality product.

Everyone needs to put a value on their time.  What is each hour worth, each minute? “If you earn $50,000.00/year, it is about fifty cents.  Waiting ten minutes for someone costs five dollars.  If ten people at a meeting are waiting ten minutes for someone, that’s fifty dollars.” – (Harold Taylor) If you view your time as dollars and cents, you will be more likely to respect it and use it wisely.  It also allows you to set respectable boundaries on your time for others.  Give people expectations of time.  If you are scheduling a meeting or appointment with someone, let them know approximately how long it will last, and stick to that time frame.  This will not only keep your day on track, but also set the standard for how others respect and view the time you spend with them.  In turn, show others the same respect.  This behavior will set precedent on what can be expected when meeting with you, and others will accept your time is valuable and will treat it as such.

In applying these principles, view time as a consumable.   Is it being consumed by waste or fleeting with accomplishment? Each day hands you new opportunity to utilize it better than the last.  Do this, and you’ll have all the time in the world.

*Definition obtained by Merriam-Webster Online Dictionary

A Closer Look at Artful Management

This week, I focus on my e-zine article, “10 Characteristics that Get Results.” I thought I would dig deeper into some of the characteristics to offer guidance to both managers and employees!  The first characteristic I mention is that artful management requires being aware and observant of your staff. A “one size fits all approach doesn’t get you optimal results.” Many companies institute a policy and expect the same from everyone. Additionally, they have a “cookie cutter” approach to staff reviews, which does not apply to all employees. But how do companies to start to break the mold of these standards?

First, all companies must have standardized personnel related policies in place.  These policies provide operating structure and guidance for dealing with employee behaviors, problems, and needs.  These policies also appropriately include a process for evaluating staff performance.  Or at least they should.  There is great value in well written personnel policies and procedures.

Second, while an established process for conducting staff evaluations is necessary, the way a supervisor delivers these evaluations can and ought to be individualized for each direct report.  When a boss knows her staffer, she is in a position to address evaluation content in a way that ultimately yields the best outcomes from that person.  That is where the art comes in.  The established process merely provides the framework for an annual review.  What a supervisor does with that framework makes all the difference.

Artful management is also about taking action even if it’s difficult. How should a manager prepare for a critical conversation with their staff?

If the conversation needs to focus on employee performance or behavior, the supervisor needs to consider each of the following:  primary message, tone of delivery, documentation of evidence, and impact of the performance issue or conduct on others.  Approaching a staffer with a complaint or criticism with uncontrolled emotion, little or no documentation, and lack of clarity around environmental impact is unacceptable.

Looking at the whole picture and being proactive rather reactive is a valid tip. Organizations may have intentions and try to be proactive, but it seems somewhere along the lines there is a shift to reactivity.

Functioning in a reactive mode is easier and usually habitual, and that’s why organizations continue to operate this way.  Functioning in a proactive mode requires more strategic thought, more creativity, and more planning.  Switching from reactive to proactive takes conscious, disciplined effort.  There is no easy path from one to the other.  Changing any habit common to human behavior requires something of us that does not necessarily come naturally.  Supervisors could set up a culture in which employees hold each other accountable when they observe reactive responses to situations and problems.  Many authorities agree that it takes 21 days for people to change a habit if they are truly serious about doing so.  Even after the 21 day period, we need to remain diligent.  But the good news is that it can be done.

Next, it’s important to honor your staff for a job well done. This can easily get overlooked, yet this is a critical component to both employee satisfaction and employee work quality. It’s often because the manager is “too busy.”

Some managers use the excuse that they are too busy to recognize excellent work.  Others don’t believe that this is important.  Regardless of the reason behind the failure to praise, employees who need more regular feedback from their bosses can simply request it.  They can approach their supervisors and say something like:  “I feel as if I’ve been exceeding expectations lately.  I’m curious how you feel.  I’d like to know, from your perspective, where I am doing a great job and where I could use some additional guidance, training, and experience.”

Fear Is Not the Answer: Learn the Six Pillars to Growing a Productive Staff!

The following is a guest column by Pam Shultz-Kovalewski, Owner of The Frugal Decorator…

My background in corporate management was an eye opener. I quickly learned that “Trusting your staff and watching them grow” is a dynamic approach to business that most businesses don’t put into practice. Historically companies rule employees by fear. Such as “don’t mess this up or your fired,” or “if you don’t hit goal you’re fired.” The best way to manage if an employee fails at a project starts with you, the manager. You must first ask why? Were they not trained properly, were they not managed or directed on their part of the project properly, how can we help set them up for success? 

Much like a teacher must learn how to teach” individual” students and figure out their learning process, the successful way to manage is to understand your employee’s personalities. There are six main traits to look for.

1) Challenging Work-These are people who attain success based on their talents. They are self-motivated and need challenge in order to produce. They also need to learn from their failures by teaching them what went wrong and helping them to arrive at solutions to create success the next time. Make sure you are teaching them and grooming them, for higher productivity ensures everyone’s success and pride in their work.

2) Predictability-These employees are motivated by security in their job and are the core work force not the exceptions. They look for a pleasant work environment, a steady paycheck, benefits and an upbeat and positive work place where they don’t get beaten up and harassed daily.

3) Independence- some employees need independence. They do not work well by being micro managed and need the opportunity to adjust their hours and not have someone looking over their shoulders constantly. Often, these are a creative type, such as a graphics designer or creative marketing positions. They tend to be more free spirited and produce great work when given more free-reign on a project.

4) Interaction and affiliation- These employees need others around them and need the social aspect of their job to feel fulfilled. They do best in teams or on group projects where their opinions, input and suggestions make them feel of value.

5)  Authority- These are natural leaders who never mind taking the lead on a project. They like to be in control and direct others well. These are the employees that should be groomed for higher positions by giving them decision making projects that allow them to thrive and be motivated to produce and lead others.

6) Recognition- These employees need praise after they have succeeded on a project. If they don’t succeed on a project they need recognition on the parts done well and gentle guidance on the part not done as well so they are motivated to do better on the next one. Often competition with rewards and perks are what get them going.

Many employees are combinations of these traits, but one trait in particular will be their success point.

Managers need to get to know their employees. Figuring out their personality traits and working with that information to motivate them makes everyone a success. Degrading and de-motivating employee’s makes them want to find another job and you might be losing a great employee simply because you haven’t figured out how to manage them. So learn about your employees so you can trust them and watch them grow into a success that reflects on you both.

An Inspirational Story of the Qualities of Great Leader: A Guest Blog by Elizabeth Reusswig

The following is a guest blog contribution by Elizabeth Reusswig, Owner of Boutique Concierge Services…

One of my very first jobs was working as a secretary (yes, this was before the term administrative assistant existed) for a food brokerage firm.  It was an interesting job where I learned that what we see in the grocery store and how we see it is actually  carefully considered, and at times bargained and fought over.  I was green, but eager to learn and the office manager, Roseann, was very old-school.  She had extremely high standards and expected her girls (yup, we were girls) to be equally as professional. 

At first glance, many might expect that she and I wouldn’t have been too compatible.  I was fresh out of school, full of enthusiasm and spunk.  Roseann was in her fifties, divorced and childless.  Her job was a large part of her life and although she took it very seriously, she also integrated a sense of humor and fun into her managerial style.  We became quite close.  Roseann saw something in me and took me under her wing.  I respected her and viewed her as a mentor.  She taught me how to behave in the business world and how to let things that didn’t matter pass without a lot of emotion.  Her lessons have served me well in not only my professional life, but my personal life as well.

As a manager, Roseann was never condescending or overbearing in her approach.  If one of us messed up, she handled it with just the right combination of letting us know what we did and how to fix it.  She had an uncanny ability to detect our strengths and weaknesses and she directed us toward those tasks that best suited us.  Some of us thrived under this direction, others did not, but I always felt those who resisted were missing the boat. 

Roseann passed away several years ago and I miss her.  I had long left the company, but she and I had stayed in touch.  She was an important mentor to me through the years and a great sounding board for many of the professional choices I have made.  I think of her often and wonder how she would have handled certain situations.  The best part is, due to her steady guidance all those years ago, most times I already know the answer.

Types of “Bad Bosses” and What You Can Do About Them!

My theme for this week is about handling a bad boss. Most of us have had one and some of us might even be one.  I recently read an article by a fellow ezine author, entitled, “5 Types of Bosses and How to Deal with Them.” I found it interesting and decided to pick a few types and offer a little more insight. 

The Just A Minute Boss 

TIP:  When your boss constantly requests information, tasks, or project completion within a very short time frame, you might try asking what his/her priority is for YOU at that moment or on that particular day.  Given that you have other work related obligations demanding your attention, attempt to find out exactly what your boss prefers you focus on.  This strategy is less threatening than telling your boss that it’s impossible for you to do what he/she is requesting of you then.  This tip empowers you to seek guidance. 

The Fear Monger

TIP:  Recognizing that there are bosses who enjoy wielding their power and enjoy making subordinates feel insecure and inadequate, know that you must learn to deal with this unless you choose to resign.  Document all assignments and other requests, deliver on time, and make sure the work is the highest quality you can produce.  Don’t give this type of boss any valid reason to doubt you, belittle you, or fire you.  Keep the relationship with this individual as professional as possible, demonstrating minimal emotion around him or her.  Keep yourself grounded, on task, and notably serious about your job.  Most of all?  Look for ways to reduce the impact of his or her behavior upon your spirit.

I hope my tips help you cope with a bad boss. Check out my blog next week for a positive spin to the work environment: a great manager!

Blocks to Managing People Artfully: An Insightful Interview w/Clinical Psychologist, Nicole Machinski, Psy.D.

This week, I follow the theme of my Ezine article, “Blocks to Managing People Artfully.” I was able to receive some insight into the psychological aspects of management from Nicole Machinski, Psy.D., a licensed clinical psychologist at Dr. Robin Lowey & Associates in Philadelphia, PA.

Sylvia mentions several “blocks” to managing people artfully including: low self-esteem, insecurity, history, need to control, fear, envy and lack of motivation, job fatigue, short-sightedness, personality quirks, turf issues and the desire to coast. Which of these characteristics do you find folks dealing with the most, both in their personal and professional lives?

Issues of low self-esteem and insecurity come up frequently and cause difficulties for people in all areas of their lives. Often when individuals lack confidence in their abilities, they feel self-conscious about expressing their ideas to others. They hold back because of a fear that their deficits will be exposed if they are open with their thoughts. The unintended consequence of this urge to inhibit is that others may misinterpret their lack of sharing in a number of negative ways.

Obviously, we are human first, so emotions and personalities play a big role in our working relationships. Using your choice or choices of top “blocks,” how would you start to counsel an individual with this type of characteristic(s)?

If someone came to me with low self-esteem and issues of insecurity, there are a number of different things I would do. One of them would be to try to isolate the thoughts that are causing the person to feel insecure and modify those thoughts. Generally, we have a number of automatic thoughts that contribute to our negative emotions, but we tend to focus just on the event and the way we felt about that event.  I try to help my clients to be aware of the stream of thoughts that they have about events, as I believe that the way we think has an enormous influence on the way we end up feeling and behaving.  Once we’ve identified the thoughts that cause a person to feel insecure, we can really examine those thoughts to see how much they are based in reality. Often times,the thoughts that precede feelings of insecurity are irrational in nature and have very little evidence to support them. By looking at the ideas that contribute to feelings of insecurity from a rational perspective, one can typically be much more objective and feel much more positive.

Can you give any advice to helping executives realize their pitfalls before it’s too late?

I think it’s important to listen to those around you. Others can usually see our flaws much more easily than we can and if we are willing to listen, they will usually tell us. For example, if you are often hearing from coworkers that you should take it easy or that you need a vacation, it’s likely that they are noticing that you are overworking yourself and they may be trying to help prevent you from burnout. Rather than just brushing off your colleagues’ comments, think about what they say and why they might say such things. Maybe even ask them what made them say what they did. You may learn something about how others perceive you and this can give you good insight into what you may need to work on in the future.