This presentation is for new managers or existing managers who want to have a refresher. The perspective is from how management needs to change to deal with today\'s economy.

1. Updating Your Management
Skills
An Outside Perspective

2. AREAS OF DISCUSSION
• What does being a “manager” really mean – what is
your role?
• Management in Today’s Economy
• How to communicate effectively with your team
• How to motivate
• What is 360 Feedback?
• Performance evaluations: meaningful and
productive
• Coaching and development of employees
• Building effective, efficient and goal oriented teams
• The art of delegation
• Summary

3. What Does Being a Manager Really
Mean? What is Your Role?
• Definition: “A manager is a person responsible for planning,
and directing the work of a group of individuals , monitoring
their work, and taking corrective action when necessary”.
• What does this really mean?
▫ Give them space! Put your trust in your people and give them the
room to make their own decisions whenever possible and guide
and/or mentor them as needed. You are there to monitor and
offer advice, not to “micro-manage” and not to do everything
yourself. You need to take a step back and concentrate on the
more important decision making aspects of your position.
▫ “We can’t do for people what they are capable of doing for
themselves” (Beth Mirza)
▫ Remember that you believed in them when they were hired and
trust in their skills and abilities…so let them do what they do best.
Planning
Directing Monitoring

4. Management in Today’s Economy
How has is changed? Immensely!
• More work, less people
• Companies “realigning” or “reorganizing”
• Low morale
• People afraid to leave their jobs – resentful
• More financial challenges – higher costs, less cash flow
How can this be counteracted?
• Communicate, communicate, communicate
• Motivate
• Listen
• Continue employee development and training

5. Management in Today’s Economy
(cont’d)
• “Realignment” or “reorganization” often causing a
“slimming” of management. The actual numbers of
management decreasing but the need for really
“good” managers is increasing.
▫ As a manager you need to re-evaluate your skills &
keep them fresh (seminars, webinars, networking
groups, MindTools)
▫ Need to be able to provide cost saving results and
suggestions
▫ Need to be consistent, dependable, willing to listen
and accept input from others.
▫ Don’t be afraid to “think outside the box”

6. Management in Today’s Economy –
How to be a Good Manager in a
Recession
Be Objective , fair & gather facts
Allow your Staff to Help make Tough Decisions
Talk Often & In Person
Walk the Walk
Get Creative About Cuts
Be Yourself
Do Layoffs Right
Don’t Give up on Professional Development
Keep up the Fight for Business Alignment & ROI
Look into the Future

7. How to Communicate Effectively with
Your Team
• This is a “biggie”- often a sore subject with many
employees and the fact that they don’t want to feel like
they are in the dark.
• Ask for their opinion in regards to general business
decisions – can often offer perspectives not thought of &
some great ideas
• Keep them in the loop
• “Open door policy” & approachable
• Communicate frequently – Even if you feel you don’t
have time to have a meeting, just a few minutes to
gather in a workspace or meeting room for updates will
be highly appreciated. Do have regular scheduled
detailed meetings at least once per month.

8. How to Keep Employees Motivated
• High motivation & morale starts with you – realize how your
actions & demeanor impacts the group on a daily basis
• Your arrival: “Mr. Stressed out and Grumpy” or “Mr.
Confident & Content”.
▫ First moments with staff have a huge impact, so start off
▫ on the right foot – smile….
• Simple, yet powerful, words to increase motivation
▫ Please, thank you, good job…
• Make sure your employees know what is expected
▫ Clear expectations/objections, make sure you get feedback to
show they understand
• Provide regular & meaningful feedback
▫ Again….Feedback very important. People want/need to know if
they are doing a good job or not. How they can do better very
soon following an event or project.
▫ Set up regular quick meetings (can be very informal) to make
sure you ask questions and receive feedback!

9. What is 360 Feedback?
360 Feedback is also referred to as “multi-rater”.
 Generally the employee being rated will receive
feedback from Supervisors/Managers as well as peers.
Ratings are usually anonymous so one can feel they can
make honest, constructive opinions.
Not suggested to be used as your sole resource for
performance appraisals, but rather as a tool for addition
training & development measures.

10. What is 360 Feedback? (cont’d)
How it is used effectively:
 When used properly….as a supplement to your performance
management system already in place.
 To help the individual being rated understand his/her strengths as
well as weaknesses.
 Can assist with promotions and employee growth & development
 Helps add the “extra eyes” that managers don’t have. Many
managers don’t really even know what their staff does which makes
it difficult to properly rate them on performance evals and team
building development.
Things to watch out for:
 Can produce big expectations – not the same as a performance eval
and may expect too much from the feedback
 Downfalls in implementation/design process – many times
recommended by HR department or thrown in by an executive
without much thought or planning. Must follow effective change
management guidelines & communicated to all involved.

11. What is 360 Feedback? (cont’d)
Things to watch for (cont’d)
Failure to connect process – must go with overall
company goals & strategies
Insufficient Information – All those involved in feedback
process, must be able to clarify & assist in the
understanding of feedback comments
Focusing on Negatives and Weaknesses – Instead be
sure to make the primary focus on strengths
Rater inexperience/ineffectiveness – choose rater’s
wisely
Paperwork/data entry - automate the process as much
as possible to aleviate potential “time to process” issues.

12. Performance Management System VS
Perf Evaluations

13. Coaching and Development

14. Effective, Efficient Teams

15. Art of Delegation