Articles by Shona Garner on ArticleSnatch.com

4 Common Mistakes Managers Make When it Comes to Giving Feedback

Mon, 19 Jul 2010 15:01:12 -0400

What do you associate with the words �giving feedback�? You wouldn�t be on your own if the first thoughts you had were things like: criticism; feeling uncomfortable; awkwardness and tricky conversations. Is there also a link in your mind between giving feedback and underperformance in the workplace? Last month�s article gave you a structure for giving both positive and negative feedback to an individual or team. However, you can follow any model you like for giving feedback (and there are a few out there!) � but if you and everyone in your staff think that feedback is all about criticism and negative stuff, then no model or training on how to give it is going to help you build a motivated team. What do you really want? You want a team where: -Your staff actively solicit and expect feedback about their performance. -Your staff take ownership of, and responsibility for their performance and what they do to improve it. -The culture is one which demonstrates on a daily basis the importance and value of feedback. As with all things � knowing what we want, and knowing how to get there are often two different things! **End Summary** Topics: management]]> what is your emotional intelligence quotient]]> what is emotional intelligence]]> team building exercises]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Simple Techniques to Help Managers Keep Their Staff Loyalty

Sun, 18 Jul 2010 01:50:02 -0400

A recent report by the CIPD says research is showing that more than 33% of all workers plan to leave their current jobs once the recession is over and the job market picks up. They suggest on average the costs of replacing and training a new recruit are: �6,125 or around $9000, This rises to �9000 or around $13,250 for senior managers. Whew! Don't know about you, but as a practising manager myself, as well as a trainer and coach for other managers, losing even one good member of staff represents not just forking out a considerable sum of money to advertise, recruit and train any new staff, but a considerable amount of time and hassle for me, whilst I try to keep my eyes on the ball in terms of sales and customer satisfaction. OK, so the recession may have represented an opportunity for you to re-shape the look of your team. Maybe you've had the unpleasant job of making some staff redundant, or having to discuss moving them to a different role, which they may, or may not be excited about. One thing's for sure: the staff who are left will feel a bit "jittery". **End Summary** Topics: confident manager]]> Management]]> managing up]]> managing upwards]]> performance]]> relationships]]> working relationships]]> workplace]]>]]> About the Author: ]]> Shona Garner and Associates are experienced Coaches, specialising in helping managers develop their people skills; build top performing teams, and increase their own standing in the organisation. Like to know more about a staff survey which helps you get it right and provides a low cost solution to help you create a more loyal, motivated and committed staff in less than 6 weeks, visit: http://www.increasingmanagerialsuccess.com/employee-survey

9 Reasons Most Staff Engagement Surveys Dont Work And Some Tips To Get Them Right!

Sun, 11 Jul 2010 22:22:44 -0400

Have you ever used a staff survey to gauge what your people feel about where they work? Do you have low morale, or people issues which you suspect are holding back performance and ultimately, your results? Those of you who have known me a while, and certainly for those of you who have attended my workshops on how to effectively motivate and engage your staff, you�ll know I believe there are some simple rules and simple techniques that are absolutely critical to more effectively motivating and engaging our staff. One fundamental principle of motivation is what I call, �knowing which buttons to press�. We need to understand that what drives and motivates us isn�t what drives and motivates someone else � and then we need to understand just what it is which is motivating someone, so we can plan how to more effectively motivate them in future. Here�s a simple example: you were a child once, right? Did you know �which buttons to press� to get what you wanted from Mum? And did you know you had to press a different set of buttons to get what you wanted from Dad, or Grandma? Of course you did!! **End Summary** Topics: challenges]]> changing market place]]> confident manager]]> Management]]> managing up]]> managing upwards]]> performance]]> relationships]]> working relationships]]> ]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Becoming A Confident Manager: 5 Tips To Help You Become More Confident In Any Situation

Thu, 08 Jul 2010 04:14:40 -0400

How confident are you as a manager? What situations make you feel a little unsure, uncomfortable or less confident about how to handle? For the new manager, being thrust into suddenly having responsibility for achieving through others can feel daunting, intimidating or overwhelming. (Particularly when some of those �others� may be people you used to work alongside). Even for the manager who has been managing for years, with the ever-changing market place, new technologies and a more diverse range of ages and cultures in your workplace, there are likely to be many situations which leave you feeling a little nervous or unsure. Way back in my career as a teacher, I remember standing nervously in front of 30 expectant, intelligent, articulate individuals, all waiting to see how well I would perform, how successfully I could engage them, and how much of a �pushover� I was going to be! Did it make my knees knock a little? You bet! Later, as I took my first tentative steps towards mentoring, coaching and managing others in industry, I would feel those same feelings: nervousness; worried about my ability to manage what could be some quite tricky situations; **End Summary** Topics: challenges]]> changing market place]]> confident manager]]> Management]]> managing up]]> managing upwards]]> performance]]> relationships]]> working relationships]]> ]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

How Do I Give Constructive Feedback Without De-Motivating Someone?

Wed, 28 Apr 2010 23:12:17 -0400

I get a number of common questions asked of me as I work with managers in all sorts of businesses, and one of the most frequent questions I get asked is: �How do I criticise someone�s performance without de-motivating them or harming the relationship I have with them?� Whether you have been managing for 6 days, 6 months or 16 years this may still be something you shy away from, feel uncomfortable about, or hate doing. In the category of �tricky conversations� this is, undoubtedly, in the top ten! And yet, in terms of performance management, and striving for excellence, it is probably the single most important thing you need to do. If it is so critical � it follows we need to be skilled at doing it! There is a common saying in the world of sport which I�m sure you�ve heard: �Feedback is the breakfast of champions�. Any sportsman or woman serious about doing well in their chosen field learns from the outset, that they need regular and open feedback if they are to improve their performance. **End Summary** Topics: chain reaction]]> emotional intelligence and leadership]]> management skill]]> workplace motivation]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Talent Management How Managers can Master the Art of Placing Square Pegs in Square Holes

Fri, 19 Feb 2010 22:26:35 -0500

Have you ever managed someone who you felt was in the wrong job? What sort of problems did that cause for you? What sort of problems do you think the �miscast� individual was experiencing? Have you ever been in a role where: * You feel you�re simply not utilising the abilities and strengths you really have? * You spend too much of your time doing tasks you don�t enjoy or which frustrate you? * You took promotion for that pay rise and the status, but now find the job you do has taken you away from the stuff you really loved and enjoyed doing before you were promoted? * You feel undervalued? * You feel out of your depth, or find yourself having to learn in new areas which actually, don�t excite you that much? * You feel little incentive to do anything other than the minimum required of you? If you have, then you�ll know it affects adversely performance, not to mention the fact that all parties, the manager, team colleagues and the individual themselves, will be feeling frustration, tension or stress and even discomfort and unhappiness. **End Summary** Topics: chain reaction]]> emotional intelligence and leadership]]> management skill]]> workplace motivation]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Talent Management - What Every Manager Needs To Know About Talent Before They Manage It!

Fri, 22 Jan 2010 06:29:32 -0500

There's much talk of talent management in organisations these days, and HR and L & D departments wrestle with the most effective way of developing a talent management programme which truly delivers the required outcomes. One frequent question managers ask me is: "How do I manage someone who is just not the right "fit" for the role?" Getting square pegs into square holes is always a challenge - even for the greatest managers - but there are some things you absolutely must do and understand, and some things you absolutely should avoid! Some of the most exciting and robust research of the last three decades I believe has come from Gallup, who have made it their focus to study excellence in organisations; where it exists; how it manifests and what we can learn from it. After years of research and study into peak performance some interesting ideas have emerged which perhaps challenge some of our perceptions and beliefs about human talent and ability. **End Summary** Topics: employees]]> Management]]> performance]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Five Common Mistakes Managers Can Make Which Kill Morale, Motivation And Engagement

Fri, 22 Jan 2010 06:24:16 -0500

What is morale like in your organisation? What is morale like in your team? And if an organisation is facing a lot of tough challenges, restructuring, or jobs are under pressure, is it possible to maintain strong morale despite the situation? Whilst the tone for the type of place you work in has to be set at the very top, it's the job of the managers to implement day in, day out. They're the "front line"; their behaviours and expectations will set the standards for how people feel and respond to all sorts of situations. Can a manager improve morale regardless of circumstances? Yes. I believe they can. Being a manager is always a challenge. Managing the people bit is always tricky, but maintaining morale, engagement and motivation is a critical part of any manager's role. Even in good times a manager needs to maintain engagement and minimise complacency. When business is slow, or there's lots of internal change and pressure, a manager needs to know how to respond and work with their team in such a way as to keep people on board. Whatever the strategy for the team or organisation .... **End Summary** Topics: challenges]]> complacency]]> employees]]> manager]]> motivation]]> performance]]> productivity]]> values and beliefs]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Creating Positive Corporate Culture Change Why The Managers Role Is So Critical

Fri, 13 Nov 2009 23:47:16 -0500

What does the word �culture� mean to you? If someone asked you to describe the culture of your team or organization, how would you answer them? Not sure how you�d answer? Maybe you�ve never really thought about it that much � and you wouldn�t be alone. And yet every day, in hundreds of organizations you�ll hear people talk about: � �Oh yeah.... they (the managers) talk about having an �open door�, and wanting to listen, but that�s just talk. They only listen to what they want to hear. � Staff survey? Oh yes � we have one of those every year. What do I think of it? (Shrug) Tick box exercise isn�t it? Got to look as though they�re (the managers) listening; but doesn�t matter what we feed back, nothing changes. What�s the point? � They just keep piling on one change after the other; no-one asks us what we think. � I just keep my head down; stay out of trouble and collect my pay cheque at the end of the month. Most of us do. � No one thanks you for what you do here. � Some staff get away with murder; **End Summary** Topics: Management]]> management development]]> manager]]> motivate]]> productivity]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Emotional Intelligence And Leadership Part Two

Fri, 16 Oct 2009 18:58:51 -0400

Emotional Intelligence skill number 2: Self control. There is a well-known proverb: act in haste, repent at leisure. We all do it sometimes: when we are under pressure we can often feel frustrated, upset, annoyed or some other such negative emotion. As a result, we may say or do things in a way which have a negative impact on others. The problem with this of course, is it can begin a chain reaction of negativity which is more than likely going to take time and effort to put right, and which may damage workplace motivation and performance. Have you ever experienced this with someone at work? Here�s an example. Scenario 1: The Knee-jerk reaction One of your staff, whom you do find difficult to get on with at the best of times, has been late for work four times already this month - and you�ve already spoken to them once about it, (quite reasonably in your opinion). They arrive late again today - and you make some abrupt, rather sarcastic comment in front of three other staff. You�re feeling? Frustration. Your response? Sarcasm. Their response? Defensive - maybe anger. **End Summary** Topics: management skills]]> self awareness]]> workplace motivation]]> intelligence skill]]> chain reaction]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

Why increasing your emotional intelligence will increase your success as a manager

Thu, 17 Sep 2009 19:01:26 -0400

When you become a manager, is it your IQ, your technical skills and your knowledge of the industry you’re in which is paramount – or your ability to influence, inspire and engage others? Or do they both matter equally? Generally speaking, we promote people to manager or supervisor because they’re good at what they do. Generally speaking, you don’t get to be finance director without knowing how to count, do a balance sheet and understand how to handle money wisely. However, do you need those skills more or less as you climb the ladder? Well, who would you rather have as your finance director? A moderately good accountant who is great with other people, internally and externally, and who is adept at motivating and engaging whoever he or she meets? Or a brilliant accountant who is inept with clients, difficult with peers and has an unnerving ability to alienate a lot of smart people around him or her? I trust you said the former! Getting the best out of people does not require the logic and reasoning of IQ. **End Summary** Topics: management]]> what is emotional intelligence]]> team building exercises]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For instant access to a free guide with the top ten tips for motivating and engaging your team visit http://10toptips.increasingmanagerialsuccess.com

People skills training for managers - can you afford not to?

Sat, 29 Aug 2009 20:18:57 -0400

OK, so I have a vested interest. Yes, I am a trainer and coach - and yes, I increasingly find myself helping managers hone their people skills. But when I started out in coaching and training I hadn't particularly decided that was to be my focus. My focus on people skills developed because the problems, issues and challenges which people presented me with were all challenges caused by lack of confidence or skill in dealing with people. I found managers struggling with apathetic staff; with "difficult" staff; with de-motivated staff; with underperforming staff; with appraising staff, with recruiting the right staff; with how best to develop their staff and even with unsupportive line managers of their own! I could go on! I guess you get the picture? I conduct surveys with all the managers I work with, whether they attend workshops, or as part of a 1-1 coaching programme; and what's clear is a huge proportion feel they would appreciate more help with the people side of management - and they are only too aware of the implications of poor people management. **End Summary** Topics: Management]]> management development]]> manager]]> motivate]]> productivity]]>]]> About the Author: ]]> Want to know more about how to motivate your team and get better results with less hassle? Go to http://10toptips.increasingmanagerialsuccess.com . Shona Garner is an experienced Executive and Business Coach, specialises in helping managers hone their people skills, build performing teams, and increase their standing in the organisation. This is an exerpt from her book:4 Key Skills New Managers need to Master

How managers can reduce gossip, politics, blame and moaning in their team

Fri, 29 May 2009 00:00:00 -0400

How managers can reduce gossip, politics, blame and moaning in their team. Do you ever think if your staff put even half the same energy into more productive and focused discussion and behaviour you'd be getting a darned sight better results? Do you think it's naive to imagine a team where these behaviours and attitudes didn't exist? Do you know some teams/managers or organisations where they do seem to have great working relationships, but you put that down to "luck" - they've just got "good people?" Do you wish you knew how to deal with this more effectively? One thing's for sure: if you experience this in your team, you'll certainly be aware how time consuming, frustrating, and energy draining these behaviours and attitudes are; and you'll certainly realise they're eating away at productivity, performance and the overall results you demonstrate. But when you're short on time and unsure how to tackle the issue, what do you do? First, you need to know, running an occasional team building day, or attending a course on communication is helpful - but it's highly unlikely to produce lasting change. **End Summary** Topics: business]]> coaching]]> team building]]>]]> About the Author: ]]> If you'd like to know more about how to set up a simple, DIY, low-cost, yet extremely effective staff survey visit http://anevenbetterplacetowork.www.increasingmanagerialsuccess.com and we'll show you how you can improve both the atmosphere and the performance in your team. Shona Garner & Associates are experienced Executive and Business Coaches, specialising in helping managers create highly successful, motivated teams.

How To Select The Right Person For The Role 5 Top Tips For New Managers

Mon, 27 Apr 2009 00:00:00 -0400

You've heard the expression, "square peg, round hole". We have all, I'm sure experienced a situation where someone in a team simply does not seem to "fit in". From your perspective as a manager, at best, this can cause tensions and lack of focus within the team and is almost certainly going to negatively impact overall performance - at worst, it can swallow up some of your already precious time, trying to sort out or find ways round the issue. Actually, from the employee's perspective it's not great either - because they may be finding the role a struggle, feeling out of place or even quite unhappy, but unsure how to change things. So, how can you avoid this situation in the first place? Whilst there are always going to be some occasions when, despite your best efforts, a "mismatch" between individual and role occurs, there are things the best managers know and implement which ensure wiser selection and fewer errors. 1) Include a "talent" interview in your recruitment process. **End Summary** Topics: coaching]]> team]]> management skills]]>]]> About the Author: ]]> Want to know more about how to motivate your team and get better results with less hassle? Go to http://10toptips.increasingmanagerialsuccess.com . Shona Garner is an experienced Executive and Business Coach, specialises in helping managers hone their people skills, build performing teams, and increase their standing in the organisation. This is an exerpt from her book:4 Key Skills New Managers need to Master

Can a Manager Create a Motivated, Conflict-free Team?

Mon, 27 Apr 2009 00:00:00 -0400

Two of the most common challenges a manager has are: 1. How do I motivate my staff to want to do more? 2. How do I prevent in-fighting and tension, so I've got more time to focus on getting the job done? I find managers often talk of feeling frustrated or uncertain about how to deal with conflict or apathy and underperfomance on their team. As a coach, it saddens me that, quite frequently, I'm brought in to coach someone where tension, conflict and disengagement have already reached quite serious levels, and are negatively impacting individual or wider team performance. It's such a shame - and on many occasions, (if not all), it could actually have been avoided. How? First of all, you need to understand what happens when conflict and tension occurs. Take a look at the following diagram: BAD FEELING = UNMET NEED When people aren't finding their needs are met in the workplace it leads to them feeling bad. It could be they're frustrated in their role; it could be they're struggling to cope with pressure; it could be they have some good ideas but no-one listens. Hundreds of causes - one result: unhappy. **End Summary** Topics: coaching]]> team]]> management skills]]>]]> About the Author: ]]> Want to know more about how to motivate your team and get better results with less hassle? Go to http://10toptips.increasingmanagerialsuccess.com . Shona Garner is an experienced Executive and Business Coach, specialises in helping managers hone their people skills, build performing teams, and increase their standing in the organisation. This is an exerpt from her book:4 Key Skills New Managers need to Master

How Honing Four Critical Skills Can Make You A "Great" Manager"

Mon, 27 Apr 2009 00:00:00 -0400

So, you made it to the exalted rank of manager? Congratulations! Your skills, knowledge, experience and talent have likely played a large part in helping you carve out your path up the promotion ladder, and you may well have your eyes on the higher rungs too. However, what will count most from now on, especially if you want to go higher, is your ability to manage that most tricky, but precious resource - other people. Successfully engaging, motivating and developing committed and highly effective, productive staff doesn't actually require a massive amount of time on your part, but it certainly does require that you hone a very special set of skills; which may not have been quite so vital to your success previously, as they are now. Indeed, studies show that, the higher up the ladder you go, the more important these skills become; for your success and that of your team and organisation. So what are those 4 critical skills which can catapult you into the big league? **End Summary** Topics: coaching]]> team]]> management skills]]>]]> About the Author: ]]> Want to know more about how to motivate your team and get better results with less hassle? Go to http://10toptips.increasingmanagerialsuccess.com . Shona Garner is an experienced Executive and Business Coach, specialises in helping managers hone their people skills, build performing teams, and increase their standing in the organisation. This is an exerpt from her book:4 Key Skills New Managers need to Master

How to Maintain Motivation through Unsettling Change

Fri, 20 Feb 2009 00:00:00 -0500

As a manager you need to get good at motivating others - but never more so than when your staff might be worrying about their jobs, about restructuring or other major changes to their work. The present business climate is tough, and many businesses are affected by the current downturn. There are three common consequences in businesses when sales and growth slow down. As a manager, you may have experienced any or all three of these: 1. Some staff are made redundant, given reduced hours and bonus opportunities are often lost. 2. There is increased pressure on all staff to do more. 3. Tension, conflict, stress and apathy amongst staff increases, and motivation and engagement often decreases. If you're a manager or supervisor, you'll feel the pressure too - possibly more - because your people's performance is seen by others as a reflection of your own ability to manage. It's an irony that, at a time when you most need your staff to pull together, to be motivated, creative and productive, the environment often produces the exact opposite. Some managers ride these storms better than others, managing to keep their staff on-side and positive, despite the circumstances. **End Summary** Topics: business]]> team development]]> management skills]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For a straight talking, practical guide to the top four secrets of every outstanding manager, visit www.increasingmanagerialsuccess.com/freereport.php

What To Do When In-Fighting And Underlying Tensions Threaten The Stability And Performance Of Your T

Sun, 08 Feb 2009 00:00:00 -0500

I hear managers raise this issue time and time again; what begins as an underlying tension between two or more of your team members, with covert "sniper" tactics, strained atmospheres, gossip mongering and occasional snide comments is turning into more open hostilities. Your team risks splitting as people "take sides", and you begin to realise your staff are spending increasingly more time focused on the mini battle playing out in your back yard, than on the key tasks they should be performing, which will drive their and your success. If you want to stop the soap opera from unfolding in front of your eyes, Executive and Business Coach Shona Garner has some key tips to halt the rot, and turn around the whole dynamic of your team into a vibrant, positive and focused community. Step 1: Don't play the ostrich. Sometimes it's tempting to ignore the rumblings of personality clashes in the hope it will resolve itself. You might be right - but if you sense the tension is getting worse, or it's been going on for longer than a few weeks, avoiding or ignoring the issue can be devastating; **End Summary** Topics: business]]> team development]]> management skills]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For a straight talking, practical guide to the top four secrets of every outstanding manager, visit www.increasingmanagerialsuccess.com/freereport.php

How to Successfully Manage a Difficult or "Bully" Boss

Wed, 03 Dec 2008 00:00:00 -0500

If you've ever worked for someone who made your life a misery; who didn't understand you; who seemed to give no recognition of the work you put in, or who undermined you or bullied or intimidated you, I should imagine you'd probably find, not just you, but a whole team working at sub-optimal level. As a coach, I know this means you'll do just what you need to to keep out of trouble - and no more. And your eye is on the exit. So how do you manage the "nightmare" boss? Here are four key tips to help you navigate this tricky situation. 1. If your boss is behaving badly, stay calm, step back and consider the following questions: Has this behaviour happened before? The first two times are probably chance, but according to Brad McRae, author of "Negotiation and Influencing Skills by the third it's probably a pattern. Is your boss under a lot of pressure? Stress may be causing this adverse behaviour. Is this behaviour just with you, or with others too? (If it's just with you, perhaps you need to consider honing your rapport building techniques.) Have you been under a lot of pressure? **End Summary** Topics: Business]]> training]]> team building]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For a straight talking, practical guide to the top four secrets of every outstanding manager, visit www.increasingmanagerialsuccess.com/freereport.php

How to Successfully Manage your Boss (And increase your chances of promotion)

Sat, 22 Nov 2008 00:00:00 -0500

Two critical skills which the highest performing managers have in spades are the ability to influence and persuade. The most obvious targets for your powers of persuasion are your team, and sometimes your peers in different departments; but just as you need to manage down or sideways , it's also critical you know how to manage upwards. Do it well, and you'll shine. Do it badly and you could muddy your reputation and find yourself being passed over for advancement. To help you make the right impression, here are four simple rules to remember, which will move you in the right direction. 1. Find out what the expectations are - and exceed them. Sounds obvious and simple - yet in my experience it's neither! Try to answer the following questions: Do you actually know what your manager's top priorities are? How clear are you about the order of priority your manager has for each area of your performance? How clear do you think your manager is about his/her expectations of you? Sometimes expectations are written - but more often than not, they are unwritten expectations, which your boss may never have really clearly articulated to themselves, let alone you! **End Summary** Topics: Business]]> training]]> team building]]>]]> About the Author: ]]> Shona Garner is an experienced Executive and Business Coach, specialising in helping managers build top performing teams, and increase their own standing in the organisation. For a straight talking, practical guide to the top four secrets of every outstanding manager, visit www.increasingmanagerialsuccess.com/freereport.php

Why Many Appraisals Don't Do What They Were Designed To Do

Mon, 27 Oct 2008 00:00:00 -0400

(A controversial perspective on a key business activity for managers) 'Tis the season for annual reviews! As end of year looms ever closer, and planning how to ensure hitting targets becomes a top priority, most managers and staff are being asked to also find the time to complete individual performance appraisals. As a manager, how do you feel about appraisals? If you asked your staff to answer that question honestly - what do you think they would say? For some managers and staff, the annual review is simply a chore detracting from their more immediate concerns of hitting year-end targets. As an executive coach working with numerous managers, Shona Garner reveals some possible reasons why the appraisal process can sometimes be less than effective. What does performance management mean to you? If you're working within Human resources, or you're a manager, you might say they are ideally about: - Setting standards - Recognising (and rewarding) good or outstanding behaviour - Identifying potential - what are this individual's real strengths, and how can they both develop and use these more? - Encouraging individuals to become more aware of their own performance, and more accountable, and responsible for their own development. **End Summary** Topics: Business]]> training]]> team building]]>]]> About the Author: ]]> Shona Garner is an Executive and Business Coach, specialising in helping managers understand how to more effectively reduce team tensions and conflict and motivate and develop their people for outstanding results. For a free, full-length special report with some top tips into how to increase your effectiveness at managing others, go to www.increasingmanagerialsuccess.com/freereport.php

Articles by Shona Garner on ArticleSnatch.com

4 Common Mistakes Managers Make When it Comes to Giving Feedback

Simple Techniques to Help Managers Keep Their Staff Loyalty

9 Reasons Most Staff Engagement Surveys Dont Work  And Some Tips To Get Them Right!

Becoming A Confident Manager: 5 Tips To Help You Become More Confident In Any Situation

How Do I Give Constructive Feedback Without De-Motivating Someone?

Talent Management  How Managers can Master the Art of Placing Square Pegs in Square Holes

Talent Management - What Every Manager Needs To Know About Talent Before They Manage It!

Five Common Mistakes Managers Can Make Which Kill Morale, Motivation And Engagement

Creating Positive Corporate Culture Change  Why The Managers Role Is So Critical

Emotional Intelligence And Leadership  Part Two

Why increasing your emotional intelligence will increase your success as a manager

People skills training for managers - can you afford not to?

How managers can reduce gossip, politics, blame and moaning in their team

How To Select The Right Person For The Role 5 Top Tips For New Managers

Can a Manager Create a Motivated, Conflict-free Team?

How Honing Four Critical Skills Can Make You A "Great" Manager"

How to Maintain Motivation through Unsettling Change

What To Do When In-Fighting And Underlying Tensions Threaten The Stability And Performance Of Your T

How to Successfully Manage a Difficult or "Bully" Boss

How to Successfully Manage your Boss (And increase your chances of promotion)

Why Many Appraisals Don't Do What They Were Designed To Do

9 Reasons Most Staff Engagement Surveys Dont Work And Some Tips To Get Them Right!

Talent Management How Managers can Master the Art of Placing Square Pegs in Square Holes

Creating Positive Corporate Culture Change Why The Managers Role Is So Critical

Emotional Intelligence And Leadership Part Two