The 7 Habits
of Highly Effective
Managers
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1 Proactivity
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Initiative
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Creativity
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Resourcefulness
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A reactive manager
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In a circle of worries he can't do anything about
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Anxious for lack of resources
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Proactive manager
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Focuses on the inner circle where he can make a difference;
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Finds the resources he needs
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What resources can be developed?
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What steps to take?
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2 See the result
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Start by imagining the end goal
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Do not have ready-made plans and programmes, but make a goal for yourself.
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Have a vision
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Passionate vision
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Clearly articulate the contribution you're going to make as a manager
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1 set aside an hour a week and polish the formulation
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2 Outline it to the boss and subordinates
- Make sure it is known to all
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- Be guided by this wording in everything you do.
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This is the result I want to achieve.
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and this is the contribution I am going to make
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Bad
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Complain
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Criticise
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Compare
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Compete
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Stand up for what is right
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Meetings
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No one understands why there is no goal, no time to waste
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Email
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Wasting time on it in the first place is stupid
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3 Do what needs to be done first
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Doing things regardless of what you may not like
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Discipline
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Consistency
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Resign your feelings to your purpose
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Time management matrix
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Urgent and important
- Better entrust a crisis manager with the job
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Urgent and important
- Highest priority square
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Urgent and unimportant
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Urgent and unimportant
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The most dangerous square
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Need to give up things that don't lead to a goal
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4 Win-win-win
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Thinking along the lines of "Won-Win"
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Manager
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Employee
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Supplier
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Customer
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A balance of sensitivity and courage
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How?
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1 Be sensitive to team members
- Treat employees like customers
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2 Employees must be held accountable for their commitments
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Demand responsibility
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Agreements can be signed
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Result
- Objectives
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Resources
- Methods and reports
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How someone wins
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Consequences if not
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Evaluation criteria
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These agreements are the manager's main job
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From here on, the employee can examine and evaluate himself or herself and be held accountable
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5 First understand, then be understood
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Listens carefully
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Seems to try to understand
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One begins to listen to oneself
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A sense of self-worth emerges
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Listening with the intention to understand
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Not with the intention of responding.
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This is empathic listening
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Say nothing or give in
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Especially in conflicts
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Create a feedback loop
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Talk about the quality of work with the employee
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Meet with employee 1 on 1
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Telling what's good and bad about the job
- But only the facts
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Then just listen to the employee and try to understand
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Then suggest solutions
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6 Synergy
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The whole is greater than the sum of its parts if those parts are different
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One head is good, but two is better
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Active interest in other points of view
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When they differ, rejoice, not endure
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Learning as many sharp opinions as possible to make the best decision
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Keeping to one narrow circle ruins creativity
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Aiming for synergy into a habit
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It is a process
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1 define a success criterion
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2 derive 2 opposite models of achievement
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3 find a new and better solution
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It is not a compromise
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Good
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Plan for the week
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Planning tools
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7 Sharpen the saw
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Invest in your employees
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Make sure they use their main resources and don't burn out on the little things
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Get to know your employees better
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Find out what drives them
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Questions
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Does the salary live up to expectations?
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What do you enjoy doing?
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What do you do best?
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What would make the work more meaningful for you? How would you like to contribute?
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Nobody wants to do meaningless jobs.
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They want goals that
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Ennoble
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uplifting
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Inspirational
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Empowering
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Awaken all that is best
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