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Not Everything, but Most, of What You Need to Know to Manage

Not Everything, but Most, of What You Need to Know to Manage. By the Numbers . . . Spend 15 minutes each day with each person who reports to you. In each meeting with these people, spend 60 per cent of the time listening. In giving feedback, make sure that 90 per cent is positive.

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Not Everything, but Most, of What You Need to Know to Manage

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  1. Not Everything, but Most, of What You Need to Know to Manage

  2. By the Numbers . . . • Spend 15 minutes each day with each person who reports to you. • In each meeting with these people, spend 60 per cent of the time listening. • In giving feedback, make sure that 90 per cent is positive. (c) 2001 Management 2001

  3. 15 Minutes • You first goal is to find out, “How are you?” • Don’t move on to work issues unless you have established the appropriate personal rapport. • If you have too many people for 15 minutes each day, reduce the number of people who report to you by delegating. (c) 2001 Management 2001

  4. 60 Per Cent Listening • In meetings with those who report to you, active listening is the most important goal. • Silence is not consent; Use probing questions to make sure that agreement is genuine. • Above all, treat other people as equals. (c) 2001 Management 2001

  5. 90 Per Cent Positive • Even if the person is 90 per cent in need of correction, 90 per cent of what you say still needs to be positive. • If you can’t think of any positive accomplishments to praise, ask. • Keep trying to lower the negative feedback rate until zero per cent is achieved. (c) 2001 Management 2001

  6. Good Vs. Bad Managers • Bad managers think: “How can I get them to do what I want.”. • Good managers think: “What can I do so that we can get things done right.” (c) 2001 Management 2001

  7. Good Vs. Bad Managers • Bad managers tell people what to do. • Good managers ask questions, make suggestions, and offer help. (c) 2001 Management 2001

  8. Good Vs. Bad Managers • Bad managers try to control people’s behavior. • Good managers try to get feedback on their supervision so that they can adjust their supervisory style to each individual. (c) 2001 Management 2001

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