How to Manage People: 7 Easy Steps to Master Management Skills, Managing Employees & Team Delegation | Caden Burke | Skillshare

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How to Manage People: 7 Easy Steps to Master Management Skills, Managing Employees & Team Delegation

teacher avatar Caden Burke, Leadership Skills Teacher

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (1h 10m)
    • 1. Introduction - How to Manage People

      2:18
    • 2. Chapter 1 - Step 1: Set Expectations

      6:43
    • 3. Chapter 2 - Step 2: Motivate Your People

      8:52
    • 4. Chapter 3 - Step 3: Continue to Develop Yourself and People

      11:00
    • 5. Chapter 4 - Step 4: Be Honest with Your People

      8:08
    • 6. Chapter 5 - Step 5: Encourage Feedback from Your People

      6:02
    • 7. Chapter 6 - Step 6: Provide Constructive Feedback

      14:39
    • 8. Chapter 7 - Step 7: Celebrate Successes and Learn from Failures

      9:23
    • 9. Conclusion - How to Manage People

      2:29
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About This Class

Are you a new manager or struggling to get your employees on track? Are you struggling to get your people motivated, or not sure what it takes to push them to be high performers?

“How to Manage People” is a great guide to help you make a move from being the boss to being someone your people admire and respect. Managing people can be a complex and daunting task, but those complexities are broken down into 7 easy and actionable steps.

When you are managing people, you have so many things to consider and so many levels to asses. You not only need to accomplish the tasks you are personally assigned but also navigate those that your direct reports must accomplish, all along the way encouraging and motivating them to perform at high levels. You have to walk a fine line between being a micromanager and being their friend.

Within these chapters, you have the autonomy to find out what that looks like for you. The guidance you can gain from this will allow you to grow personally and help you to take your team to that next level. It is time for you to recognize that so much can be gained from looking within and pushing to be the best version of yourself.

YOU WILL LEARN:
• How to set expectations for your people.
• How to motivate your people to perform at higher levels.
• Why it is important to continue to develop professionally.
• How to recognize potential.
• Why it is important, to be honest with yourself and your people.
• How to get your people to share feedback with you.
• How to provide constructive feedback.
• Why sharing successes is important.
• How to grow from failure.
• And much more.

Regardless of where you are on your leadership journey or if you’re just thinking about it, this can provide you with a guide to great success. The ball is in your court. Let’s see what you can do to make opportunities happen!

Meet Your Teacher

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Caden Burke

Leadership Skills Teacher

Teacher

Caden Burke is the teacher of the "Leadership Skills" course series. He was formerly a literary agent with Curtis Black Ltd. and writes a popular blog on Leadership Skills. Burke turned to teaching several years ago to fulfil his life dream of educating students on the topic of Leadership & Management. He lives in New York City.

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Transcripts

1. Introduction - How to Manage People: How to manage people. Are you a new manager or struggling to get your employees on track? Are you struggling to get your people motivated or not sure what it takes to push them to be high performers. Quote, how to manage people. And the quote is a great guide to help you make a move from being the boss to being someone your people admire and respect. Managing people can be a complex and daunting task. But those complexities are broken down into seven easy and actionable steps. You will always be able to apply these seven steps and improve your skills. No matter if you are now at a beginner, intermediate, or advanced level, when you are managing people, you have so many things to consider and so many levels to assess. You not only need to accomplish the task you are personally assigned, but also navigate those that your direct reports must accomplish. All along the way, encouraging and motivating them to perform at high levels. You have to walk a fine line between being a micromanager and being their friend. Within these chapters, you have the autonomy to find out what that looks like for you. The guidance you can gain from this will allow you to grow personally and help you take your team to that next level. It is time for you to recognize that so much can be gained from looking within and pushing to be the best version of yourself. You will learn how to set expectations for your people. How to motivate your people to perform at higher levels. Why it is important to continue to develop professionally? Have to recognize potential. Why it is important to be honest with yourself and your people. How to get your people to share feedback with you. How to provide constructive feedback. Why sharing success is important? How to grow from failure and much more, regardless of where you are on your leadership journey or if you're just thinking about it, This can't provide you with a guide to great success. The ball is in your court. Let's see what you can do to make opportunities happen. 2. Chapter 1 - Step 1: Set Expectations: Chapter 1, step 1, set expectations. Over time. There has been a shift in the workplace and it has moved more from a goal-setting to an expectation setting. This is where your leaders set the expectations for your performance rather than giving you goals to achieve. This shift has allowed managers of the flexibility to change the goals as the business shifts. To begin. As a manager, touching base with your employees is key to their success. It is important to keep them informed of where they are and how their performance is coming. It should never be a surprise to an employee when they are being coached for poor performance. There should have been many conversations that lead up to encouraging better performance and setting expectations for what that performance looks like. As a manager, you will set expectations in formal and informal ways throughout the year. This could be through check-ins or evaluation of complete a task or accomplishments. As a manager, it is important to make sure that the expectations you set for your team or realistic. You can check your expectations by asking yourself these questions. What outcome do you anticipate the business to achieve? What will it take to accomplish? How long will it take to accomplish this outcome? How will a success be measured? Are all of it before realistic? The ability to set expectations for your team is one that will drive your success and performance, not only as individuals, but also as a group. Next, let's dive into setting those expectations realistically. Clarity. The first part of setting expectations is making sure that they are clear. What you expect should be laying it out exactly for your employees or team. Example, you are a manager of a service center and you have an employee that needs to improve her customer satisfaction score. As the manager, you would direct her to stick to the pre-approved script and ideally involve a supervisor when she is confronted by a situation that she cannot support if the employee fails to follow these steps than she has not met your expectations. Reasoning. The next part of setting expectations for employees is telling them why. When a person knows the reason behind what they are doing has an impact on something else. They are more likely to follow the expectations. This would include explaining to them where they fit in the overall organization, why their role is important, and how the performance, good and bad effects everyone. Creating an environment for success. Preparing your team up for success is one of the best things you can do for your employees or teams is to do this. As a manager or team leader, you should know the skills, abilities, and knowledge it takes to accomplish the task or expectation. If you know that your team is going to need additional training on software, then provide that for them before setting the expectation they know how to use it. This is not to say you need to make everything easy. They still need to feel challenged, but you must provide the tools so that they can achieve the desired outcomes. Measuring your expectations. As you are setting the expectations for your employees, you also must take into consideration how you will measure these expectations. How would you know if your employee is following the guidelines you have set down for them, how will you be able to see their success? Is it a goal? Is it the accomplishment of a project? Is they're tangible evidence. When you think of measuring expectations, this can look different from department to department. Those who have the greatest skill in this often apply quantifiable metrics to their expectations. This allows the manager and the team a way to see their success visually being available and listening. The final two things go hand in hand. You must make time for your employees and you have to be able to listen rather than talk. Frequent check-ins with your employees are the best way to ensure that they are staying within your expectations. It is suggested that you use a process of checking and monthly with each employee. You are giving them a little one-on-one time with a regular meeting. While it may seem daunting at first, in the long run, you will have a huge payout. It allows you both to evaluate and adjust depending on the business needs. It also allows the employee to know where they stand and prevents unnecessary stressors of not knowing what their manager expects. As a manager, it is also essential that you can listen. All too often. We get used to hearing the sound of our voice. During these check-ins, it is important that you are listening more than talking. You will learn so much from the practice of active listening. You can find out the challenges they are facing and truly understand the expectations and steps that need to happen to help them and truly understand the expectations and steps that need to happen to help them reach them. As well as your tone in these meetings is very important. It is important to be supportive and encouraging. You are not only checking in, but building a relationship with your employee. As a manager, it is important that you resist the urge to be overly critical or condescending regardless of your frustration levels. Sometimes your employee simply needs to hear the expectations in a new way before it sinks cent. So some key points are when you are setting expectations with your employees, you need to set them based on the situation. You need to be flexible and you need to be clear. The relationship with your employees will greatly determine how receptive they are to the expectations you set. If you have fostered a relationship that is supportive, chances are, they will be more likely to accept the expectations as they change as well. It is your role as the leader to ensure that the expectations are realistic. And discussing them with your employees who are doing the work will help you evaluate and adjust those expectations as needed. The use of personalized attention is a powerful tool that you can use when upping your game with your employees. 3. Chapter 2 - Step 2: Motivate Your People: Chapter 2, step to motivate your people. So what is the biggest secret that managers use to dry their performance other teams? No, it is not an unlimited supply of coffee and sweets. It's motivation. Motivating your team is a great way to drive your team's performance. In step two, we will look at ways that you can drive motivation with your employees. Let them know what is happening. One of the best ways to keep your employees focused on goals and motivated to achieve them is to keep them abreast of whatever the goal is. As your employees grow to understand their role within the company better, they go from feeling like a number or a cog in the wheel to feel valued and important in the company's success or their success. As the manager, you should be open to sharing the company strategies and goals. You should also relate these goals to the employee and how you plan for each person to help achieve them. Additionally, as the manager, you should also prepare employees when the company is facing adversity or problems and help develop ways that in each position they can combat the issues. In positions where you can provide transparency to your business plan. This keeps your employees in the loop and allows them to feel more connected, invested into the business. This can also help to alleviate stress for your employees. If they are up to date on the ongoing within the company, then when deadlines need to shift, it will not be a last minute notice. When you can include your key employees and decision-making. It is a great opportunity for you to build direct relationships. They often are the ones working the front lines of your business and can provide a perspective that you may not have considered. Treating them like an organic part of your business shows that they matter to your organization. This process can help to reduce your employee turnover and increase employee morale. Understand employee pain points. It is not always complex or confusing to find out what will motivate your employees. Sometimes the simplest way to find out what will motivate them is to just simply ask them. You may find that each person on your team has something different. That is a pain point. However, when you put all their answers together, you can format a clear picture of what the greatest motivational killers are for your employees as well, you will discover new ways that they want to be motivated. There are many ways you can gather this feedback quickly and easily. Here are just a few options I have gathered together for you. Use a collaboration tool like Microsoft Teams, Trello or Slack, and create a poll. Have an improvement box where employees can write down their pain points and submit them anonymously. Take a survey or your team. You could use a simple Google form where a survey system like Survey Monkey talk one on one to employees and get their feedback. Have a parking lot at each meeting where employees can post their current pain points. It is not enough to simply find out what your employees pain points are. The tricky part will be fixing those issues. Most companies gather employee feedback and sit on it, doing nothing with it. To be a high performer as a manager, you must get the feedback and act promptly. This is not to say that you are going to fix every issue, but you should address what needs to be addressed when you can follow up with your employee after the issue has been addressed. This shows that you, as their manager, care about their well-being within the workplace. It shows that you are there to help support and give them the best opportunity for success. Pro tip. A good way to motivate your employees is to remove things that demotivate them. Gamification. One of the things that adults and children have in common is that they both still have an inner child. There is still a part of them that occasionally likes to play a game. The process of gamification takes advantage of these inner urges and uses them to create habits in the workplace. Adding elements of a game to your workspace can change the flow and productivity of your team in ways that might surprise you. There are many ways in which you can leverage your employees with the use of games or gamification processes. Here are a few examples. Awarding points to employees for completing task or meeting deadlines. Track customer engagement with badges and leaderboards. Software developers may award points for squashing bugs and keep a tally system. With training, you could use gamification to make your employees more engaged in training and having fun while they learned the ropes. This is great for onboarding employees. Many organizations are finding that their employees are responding and their morale is improving because they are getting constant positive feedback in the way of being awarded points for their efforts, training, and development of employees. One of the greatest motivational killers for any employee is not having the skills or knowledge to perform their job. This goes hand in hand with not being given a clear career path or developmental pathway. Employees want to know where they can grow from, where they currently are. Very few, will be perfectly happy doing what they are doing when they start. Employee training is where you can impact these hurdles for your employees. Many companies have online training platforms for employees. However, you, as the manager, have a unique role. You can work with each employee to develop where they would like to see themselves, what is their goal, and how can you, as their manager, guide them towards what they need to achieve it? You are in a role as a manager because someone else recognize the skills that you possess, share what you know, and seek out what they need to help build your employees up. Advances in their careers ultimately reflect on your leadership abilities. The working environment matters when thinking of motivating your employees. One of the simplest ways to do this by assessing the working environment. A great environment for your employees will do wonders for their motivation and positive outlook of coming to the office every day. Large corporations like Facebook, Google, Microsoft, and Apple have an amazing grasp on this concept. They haven't invested millions of dollars into offices that are inviting for their employees. This is not to say that is the only way to make sure that your office is one that has a good working environment. There are fundamental things that you can do to improve your office or your employee experience. Start by understanding what your employees are motivated by. When you raise their satisfaction. You can see Great Works and their results. If they want coffee in the office, make sure that they're always as coffee available in the break room. Let's look at some small budget ideas for motivating your employees. Upgrade the tools they use. Cell phones, computers, monitors, et cetera, offer perks like free coffee, soda and treats. Automate work that can be automated, allow employees to dress casually, implement some kind of relaxation or exercise opportunity, nap room, table tennis, walking track around the parking lot. Those with a larger budget may find these things more actionable. Remodel the office with more luxurious features, improve allowance for employees with a chef as the cool for the cafeteria. Build an in-office. Jim, How about some ideas for the individual manager? Make sure the tools your employees have to work properly. Male personalized birthday cards or holiday cards to your employees homes, right. Personalized. Thank you. Notes and letter. When something is broken, replace it or get it fixed. These are only a sampling of examples. You can go as far as you like with your employees and develop new ways to cater to their needs. At the end of the day, the environment they are in matters. As a manager, you want to do everything you can to ensure that it is an environment they want to come to, not one that they dread. You want them to take pride in the workplace and ultimately encourage their motivation to perform simultaneously, mix and match all of them before our ways and strategies that successful companies are using to grow and motivate their workplace. These concepts can be starting points for you to grow your company and employees motivation. They were designed for you as the manager to pull bits and parse out and find what you feel would be the most successful for your employees regardless of your position and management for your company, it is your role to encourage your employees and motivate them to drive their performance. 4. Chapter 3 - Step 3: Continue to Develop Yourself and People: Chapter 3, step 3, continue to develop yourself in people. The ability to manage people is one that you can learn from many different aspects. However, the work environment is one that is evolving. And that means that as a manager, you need to continue your personal development. You need to assess and develop skills that will help you to grow and find the best of your applicant pool. A true leader is one that is determined to master their management skills and has a courageous spirit that inspires others. Through this step, we will look at ways in which you can leverage your development to improve how you manage people, recognizing potential. In many instances, companies have the talent already available, but the company does not have the ability to fully develop it. Failure to recognize this town to prospective leaders from within the organization can have dire consequences. It can result in high turnover and low employee morale. It is staggering to think that more than 51% of managers feel disconnected from the organizations, and of that 55 percent are seeking opportunities outside the organisation. This can be quite a problem for managers developing teams. Or as a manager yourself, the process of losing top people could mean that you now have to go on the hunt for new potentials. And that process can get very costly very quickly. This is why it is important for managers to be able to recognize talent and grow internally when they can. Through recognizing your internal potentials, you already have a history. You have built a foundation that they already are aware of, what the company stands for and where they fit. So the objective here is to turn that potential employee into a success to prevent your talent. That is just under the surface from walking right out the front door and to the competition. So how do you, as a leader, recognized those who have potential? There are eight core competencies that are most critical for those two, how the greatest success, result orientation, those with this skill will fundamentally strive to complete tasks and assignments. They are specifically driven often to redesign practices for greater efficiencies to transform better results. Strategic orientation. Those with this skill understand how the current situation affects the plan or greater goal for the organization. They develop ways to have the greatest impact with a strategic focus of what the corporate strategy is, influences and collaboration. Those with this skill often engage in supporting colleagues and establish ways for collective collaboration. They are often sought out by their peers for collaboration and partnerships. Team leadership. Those with this skill take an active role in motivating their team or partners when collaborating to perform at high levels, they are vested in developing high-performance culture and excel at directing work or explaining the reasoning behind why specific task is supportive of the goal development of others. Those who practice this competency are the ones who are encouraging others to grow and develop. These people see the benefit of building the team or department to develop a culture of continued success and our focus on growth. Champion of change. Those with his competency are actively supportive of any change within the organization. That you understand that change is fundamental. It has the potential to drive and motivate better processes. Market awareness. Those who have this competency are aware of what is happening around them. They acknowledged changes that happen in the marketplace and within their internal environment. The understand that there may be emerging business opportunities and work to transform and shift strategies they can at their levels. Inclusiveness. Those with this competency embrace the belief that different views can provide insight into situations. They use a diverse practice to strategically increased their skills and practice inclusion of all within their position. However, it doesn't end with just these competencies. To find those who are aspiring for more, you need to check if a fit within a motivational checkpoints. These checkpoints include, are they curious? Do they seek knowledge, experiences, and welcome feedback from learning opportunities? Do they look for insight? As they perform? Do they gather information and offer solutions to problems? Are they engaged? Do they communicate and connect with the other people in the workplace? Are they determined when facing a challenge? Do they seek ways to find solutions or do they withdrawal? Do they bounce back? When faced with adversity? It is possible to assess those with potential through a review of their experiences, work performance, and through conversations with their peers, bosses, and direct reports. This is how you can move to solidify if they are those with the potential to do more. You evaluate the person's strengths and weaknesses. How do these alight with a likelihood of the individual success and the position. When it comes down to it, finding a way to develop your internal leadership is a cost-saving method for your company. If you can develop talent within and they can take advantage of the possibilities, you can turn valuable employees into invaluable leaders within your organization. Developing your employees. Managers who possess skills have never been more important to companies than they are currently. This is not because employees cannot function without direction, but because a manager plays a role in their organizations talent to pull. The days where employees had long-term expectations for employment are gone. Companies that employ exceptional managers attract the best candidates. These managers are the ones who drive performance, engaged their teams and ultimately retained or people. They are skilled at maximizing opportunity and play a role in contributing to the success of the organization as a whole. In contrast, those managers who are poor often become a drain on the organization and do more damage than good. Those seeking employment at all levels of skill are not simply looking for a position. They are looking for opportunities for growth through development and learning. They are seeking out perspectives that make these objectives a part of the company's growth strategy. This is not to say that they expect formal training, but some sources have said that on-hand training and challenges are also ways in which job seekers are looking to develop. This is why quite often, those with direct reports are key to the success of individuals growth and development. This is because they will have the first-hand viewpoint of available challenges and opportunities for learning. As well as the manager, you play a large role in the retention and turnover of your reports. The leading reason that people quit their jobs is because of their relationship with their direct manager. It is not desirable to work for someone who has no interest in your development or well-being. All too often, employees fail to tell the real reason for leaving and fear that they will burn a bridge with the organization. The most common things said in interviews is that they left for better opportunities. However, when these same individuals were pulled later, it was found that the majority of them left their previous employer because of issues with their direct supervisor. As a manager, it is important to take a good look at yourself and ask yourself if you would want to be your employee. So no matter where you stand today, you can start growing now, one of the best ways to develop your people is through coaching. This can include coaching for success and their daily work, as well as coaching with their career development. When your employees feel you care enough to see what their goals are and help them progress towards them. You are building a trust relationship. As you can't provide learning opportunities for them, you empower that employee to grow more and more. As you grow into a great developer of your employees, you will find that you are able to expand their focus. You can move out from how to get your team to perform, to how I can get them to grow the highest performing managers out there know that when they get to the point where they can focus on growing the first part of getting the daily task, it comes naturally. This is because the employees want the challenge, they want to grow. They want to develop new skills, their job becomes exciting. Top-performing managers often look at the ways that they can harness the strengths of their employees. What are the employees passion and interest? Then, how can I mold that to be valuable to the organization? Once you can link these strengths to the organizations performance, you can help the organization to flourish along with enhancing the employees work experience. The best managers ask, how can we harness employee strengths, interests, and passions to create greater value for the firm? Systematically linking organizational performance and individual development goals in the search for learning opportunities and better ways to work is a hallmark of organizations where sustainable careers flourish. And this is not a question managers try to answer by themselves. Instead, they discuss it regularly with your team members. Let's look at some ways that you can't stimulate that development and learning of your employees. Develop individual plants. Work with individual to develop a career plan. Knowing what they want from their career and what their interests are can help you to develop a plan that meets their goals and motivates them to achieve those goals. Use quantitative metrics. Employees who know where they stand at any given time helped to eliminate stress and uncertainty. It also helps them to feel a sense of accomplishment when completing a goal or objective. Make it more than a job. Provide your employees with opportunities outside their job functions to collaborate or contribute. These opportunities allow the employee to strengthen their knowledge and grow their communication skills. Be constructive with your feedback. There may be times when you have to provide negative feedback. However, it is all about the approach with that feedback. If you provide it in a way that is constructive and the employee can learn from it, then it can turn a negative situation into a learning situation. Take down barriers. It is important today's workplace to be flexible and dynamic. If you want high-performers to grow and develop, then remove barriers that are preventing this. This could mean removing the cubicle from the office and having more of an open environment or simply leaving your door open. So employees know you're available for them. As the manager, you are there to help your company flourish and manage the talent you have been given the responsibility for. Listen to them. They will be your greatest asset and understanding what they need to develop and grow. Yet also, do not forget to be there reminder that their growth is important. And you are here to support it. 5. Chapter 4 - Step 4: Be Honest with Your People: Chapter 4, step 4. Be honest with your people, what are the greatest leaders in history could arguably be George Washington. He did not run for office as president of the United States. He accepted that role because he felt called to do so. He was a man filled with virtues and honesty. Two qualities that people have immense respect for in a leader in business. Sometimes leaders get misguided and think little white lies are acceptable. Even when the intention is good. They will push you towards a goal. They do not ultimately justify the means. These little expansions on the facts can have a very negative effect on the business environment. A recent study showed that in the process of a ten-minute conversation, 60 percent of people lie one time. And sum up that by telling two or three. Now you may be sitting there saying, not me, but we always find ways to justify our actions. The cost of dishonesty. Sometimes people do not realize that even the lies they tell themselves can have a big impact on their well-being. The little lies we tell ourselves and others often have a ricochets or even worse, rebound and impact everyone in your work circle. So let's look at things that specifically happened when you're not honest with your people. Loss of trust. As the leader, your people are looking for you to guide and help them develop. To do this with the greatest effectiveness, your people must trust you. They need to know that you are fit to be their leader. When you gloss over or flat out lie, you are setting a precedent to your people that the truth is not important as well. You are increasing the probability that your people will in turn lie to you and each other, triggering stress response. The human body is an amazing thing. Often it reacts without us even realizing that it is doing so. When you are dishonest, the body triggers a stress response. This response prevents you from being in the present moment. As stress hormones are released, they push you into a fight or flight response. This action pushes vital resources from functions that are not essential to the body. These non-essential functions include the ability to think logically. So as a result of this action, you are inhibiting your intellectual ability, which can cause you to make poor decisions and can hurt truly any area of your business. The rewards of honesty. So we can see that there are factors that will definitely play a role quite literally, when you are dishonest with yourself and others. In contrast, when you're honest with yourself and your people, there are many benefits. You can experience. Building loyalty. When you make a mistake, owning up to it can have a profound effect. The chances are very likely that the client or employee or respect your honesty and be more likely to accept the mistake. Furthermore, the often will see your honesty as a refreshing change. And this will strengthen your relationship and allow the other party to know that regardless of the situation, you are trustworthy. When you people see you practicing and encouraging this type of behavior, it pushes them to be more honest with you as well. It additionally reduces the opportunity for miscommunication because everyone feels safe to share the truth. Reputation builder. Businesses are not the only ones checking in on other businesses. And today's work, the environment employees are looking to know more about their supervisors and managers. They want to know what kind of reputation this person has. They want to know that the person is honest and that they can trust them. Employees spent a staggering amount of time working directly with our coworkers and know that there are other opportunities just around the corner, the Craven environment where their managers are honest and gravitate towards it. This is not to say that you should be blunt with all truths. There are ways in which you can provide constructive feedback. Improved mental health. We know from earlier that dishonesty affects our critical thinking. This unfortunately is not the only thing it can affect. Dishonesty can play a vast role in your emotional well-being as well. When you have to shift and move to keep track of what lie you told who you create a vortex of negativity. You will find when you are honest with your people, there is no need to cover up lies continuously. And you as a leader can be more relaxed and confident in what you say and do. How you can demonstrate integrity and honesty. As a manager of people, it is important to understand that your core values play a role in the kind of leader you are. You do this by your actions. Your core values should represent who you are, not who you want to be. Each day, you should work to embody your core values and they should be reflection of your reality. One of those core values should be integrity and honesty above all else. So how do you incorporate these actions into your day-to-day activities? Follow through. If you want to build a solid reputation with your people, it is important that you keep your word and you deliver on your promises without excuses. No one wants to hear excuses. People want the end result deliver to match their expectations. This could mean managing those expectations up front. Sometimes yes, it needs to be yes. And equally, sometimes this means you have to say no. Do not back out on commitments. As a leader, what you say is important. If you tell your team that you are meeting at 11 AM, you need to be there before 11 AM. If something comes up, you need to be transparent and let them know before the arrange time. Being early is always best, but being on time lets them know that you value their time. It builds your character with them. And in business, failing to follow through or show up as damaging to your reputation. Have environmental awareness. There are clues all around you that speak to your identity. If you have a messy office or are unprepared, you may not seem as trustworthy. This is not to say that these are factors and being honest, we're having integrity. However, they are factors and other perceptions. If you're organized and clean, you are more likely to be perceived as a person with integrity. People will see you as someone who has it altogether and that they can trust. Focus. As a manager of people, you're going to have distractions and opportunities coming at you from many different directions. One key thing and your role is to maintain your focus, to be honest with yourself and your people about what jobs are the priority. Stack the deck in your favor. This one is so simple to surround yourself with others who represent the strong core values you have. Those who are positive and you see as having exceptional integrity. This includes the people you employ. They should be respected in their field, community or some aspect. You want to build a team of individuals who can work together in a trusting environment. This all begins with individuals having integrity as their priority except and take responsibility. Mistakes are going to happen, and this is true in both your professional and personal life. Having integrity is being able to admit these mistakes without fear of saying, you got it wrong. Words hold great power and you should focus on backing Everything you say up with your actions. It requires you to be courageous in some instances and remorseful and others. Respect is not a two-way street regardless of where you are in your career and where you want to go, you need to have respect for each individual you encounter along the way. As the leader, you have the responsibility to show your team that regardless of how someone else might treat you, that to find excellent, You have to treat everyone with respect. There will be times when you encounter an individual or group that will not reciprocate to this respect. It is not up to you to be accountable for their actions. It is up to you to build an environment where everyone is respectful and you are responsible for your actions and integrity. 6. Chapter 5 - Step 5: Encourage Feedback from Your People: Chapter 5, step 5, encourage feedback from your people. When leading people, it is easy to get super focus on the results and discouraged feedback. Sometimes this feedback can be seen as disruptive when it could lead to greater success. However, to get your team thriving, it is important to solicit their feedback. In doing so, you are fostering the relationship between you and your people. This all begins with asking good questions to get people talking, to spark their inner cortex, and to get your people in a frame of being your best self. By using questions, you're allowed to take a look at what the perception of the truth is. Are they viewing the project with a blinder? Are they too subjective? Through asking questions, we can begin to help the employees transform and evaluate the projects. Simply focusing on the answer is not going to help your employee grow. It is not going to create that opportunity for growth. Simply focusing on the answers causes a strain on the relationship between the manager and the employee. This way of focusing can cause your employee to feel marginalized, micro-managed, and unmotivated. However, when you use direct questions about another's experience, it allows them to feel heard, seen, and part of the group. So let's look at some questions you could use to solicit feedback from your people. Number 1, what processes can be improved or fixed? Number 2, what company value do you feel is most important for new team members? Number 3, what are your pressure points this week? Number 4, is anything preventing success, causing delays? Number five, are you clear about your role and expectations? Number 6, reflect what went wrong this week. What could have made it better? Number seven, what do you feel is inspiring success? Number eight, what is the best part of work? When do you have fun at work? Number nine, has there been a team meeting where you feel you are not heard? Number ten, who do you want to connect with more on the team? The purpose of these questions is to build out ways to be them simple or complex and allow your employees to speak out, encourage them to engage and keep constant thinking. When we fall to autonomous to our jobs, we lose out on different perspectives and become blind to potential opportunities for growth. As a manager people, one thing you need to understand is there is a shift and how you will manage. Highly successful managers act more as coaches for their teams and employees. They want to grow their employees. And what are the goals as a manager is to help them do that through asking smart questions about goals and working on solutions for their pain points, you grow your people along the way. Simply just working hard no longer holds the same impressive status at once. Did managers need to be clear with her delegations and ensure that their teams are all on the same page. As a manager, you will have all types of people, introverts, extroverts specialist. You can potentially work with brilliant people and you need to find ways to interact with them that will not create discomfort. You need to focus on their strengths and gently nudge them outside of their comfort zones. At the end of the process is you want to get your people to talk. You want to ensure they feel like they can share and offer support and feedback. You'd never know where the next great idea will come from. Ways to encourage feedback. Your people are one of the greatest assets your company has. So why not rely on their feedback to get a feel for how things are going? However, as a manager, you're not just looking for any feedback. You want to get to good, honest feedback from your people. This can be tricky to do. Many individuals fear that management will reprimand them for having an opinion or think they will not be heard. This is why it is essential that you tackle these blockers and develop a strong culture with your people. Foster an open atmosphere. When you encourage an atmosphere that is open and honest, your employees are less likely to have that fear of that they can come to you. They will understand that the feedback loop provide does not attach to a practice of recommending. You want your people to know where they stand and you as their leader, should know where you stand with them. Feedback is not always about what they need. Sometimes it can be about what you are not giving them. In this instance is important to check your ego and use your active listening. When you foster an open atmosphere, employees have less anxiety and are able to focus on greater objectives. Meet with your team. There are many instances where you will need to have a one-on-one meetings to share feedback. However, when you can pull your people together, you are able to collect feedback from the group. You might find that in some instances, it is easier to get input from the group. Then it is individuals went in a group setting as others are providing feedback, it increases the comfort level of the team. This allows those that may be afraid to speak up one-on-one, to speak up in support of their fellow employees to prevent these meetings from turning into a complaint session. We suggest having these as stand-up meetings. There really is no difference in the structure other than you're all standing. Knowing gets too comfortable and heads down the complaint rabbit hole, suggestion Boxing. One thing that has been successful for many years, for many organizations is the use of a suggestion box. One reason is that this provides an outlet for employees to share suggestions and pain points. It allows your employees to know that you are welcoming of their opinions. For this process to be successful, you have to be sure to check it regularly. Yet. Not just check it, but address the pain points you find within when you as a manager, failing to act on the suggestions or acknowledged and issue, you discount your people, leaving them feeling cheated and ignored. 7. Chapter 6 - Step 6: Provide Constructive Feedback: Chapter Six, Step 6, provide constructive feedback. So you have your team talking and providing you with feedback. The next step is to provide them with constructive feedback. This type of feedback is essential because it provides guidance to their performance. It lets the employee know where they stand and what they need to do to develop. It is common for managers to fill apprehension about providing constructive feedback. This is often because they do not want to undermine or disappoint their employees. However, feedback that is well-delivered should be educating and create a motivator rather than discontent. So what is constructive feedback? In simple terms, it is providing feedback in a way that is positively reinforcing the behavior and offering or discussing solutions to improve. Constructive feedback includes quality such as focusing on solutions, facts, and observations, specific and information. Benefits of providing constructive feedback. Research has shown that employees prefer constructive feedback over praise. This is because they want to know where there is room to improve their performance. Professional growth. Employees understand that constructive feedback helps with their professional growth. They ultimately want to perform at their optimum level and progress towards being better or becoming top performers. When you provide them with constructive feedback, you are feeding them with a fuel for progressing their performance all while showing that you are also vested in their growth. Clarification of expectations. The process of providing constructive feedback. The process of providing constructive feedback also opens the opportunity for you as the manager to provide them with clarification on what you expect. It allows you to use the opportunity to provide them with guidance along your journey. If you are providing us feedback frequently, then you ask the manager, may be able to prevent projects from going off task or even failure. Strengthen relationships. Constructive feedback is the best method to use as a manager, having to address difficult situations when you are offering or working with your team to develop a solution to a problem. Maintaining a calm and constructive environment will lead to greater success as well when you have to address individual team members issues. Doing so in a constructive way helps the individual and not to feel attacked. When you take a constructive approach, you're more likely to build up your people than you are to disconnect them. Pitfalls of failing at constructive feedback. When a manager fails to provide effective feedback, it can cause the employee to fill the motivated and discouraged. It can even go as far as to lead the individual to resent the manager. These things are a sure way to ruin your relationship with that individual. As a manager, these are things you want to avoid as much as possible. New managers often make mistakes. Here are some things to avoid doing when providing feedback to your people. Only providing feedback to employees who need improvement. It is often easy to see the employees that need improvement and provide them with feedback to correct their actions. However, it is equally as important to provide feedback to your high-performers. Your feedback can help push them to higher levels of performance. Avoiding issues because you do not want to hurt someone's feelings. Failing to provide the necessary coaching to your people can result in greater issues in the future as well. Things left unchecked for too long, maybe much harder to resolve. Remember, you are providing constructive feedback. So try not to worry that your feedback will be met with negativity. Remember, your role is to help guide their performance as well. Be sure to follow up and allow the employee to reflect so that there are not any misinterpretations between the two of you. Failing to recognize positive feedback and employee accomplishing task can often be seen as just part of their job expectations. It is important to remember that through the use of feedback, you are reinforcing the desired behavior. The foundation for constructive feedback. When you think of constructive feedback Foundation, I like to use a method known as the three C's model. Within this model, it focuses on credibility, candor, and care. As you use these three foundational principles, you will see that your employees have a more positive reaction to the feedback you provide. Let's look a little closer at each of these foundational principles. Credibility. Your people need to see you as a credible source. They need to know that you understand and can empathize with their positions. Employees want to know that you have a firm grasp on what their day-to-day or project responsibilities are. You can achieve this by working alongside them or sharing your personal experiences. You will find that your credibility can take you very far as a manager. As you raise your credibility with your people, you will often also raised their performance because they will know that you understand what it is like to be in their shoes. It will also help you to be more realistic with your expectations. Kandahar, the way you speak and respect the people around you, especially those that report to you, can be very impactful. As a manager, respect and thoughtfulness are very important. This is not to say that you should not address issues. It is more than when you are addressing issues. There is no need to belittle or disrespect any person. You should treat them with the respect that you would desire or even better yet, you should treat them better than what you expect for yourself. Push yourself to be the best version of yourself. In turn, you might be surprised that it pushes them to be the best versions of themselves. Care. As you are providing feedback, your people should feel that you are sharing this information as a tool for their growth, support or improvement. They should see this not as an opportunity you are taking to reprimand or actions, but a time that you are helping to guide them back on track or for greater success. Often, it is on the words we use. Use caution in your wording and ensure that you take care of your employees, not yourself when providing feedback. The process for providing constructive feedback. As with anything you do as a manager, you should approach it with a process and providing feedback to your people is no different. The next part will help you to find the process of providing not just feedback, but constructive feedback to your people. Be prepared. This is not just a saying a Boy Scout would use you as a manager, should be prepared before you even begin to provide the first bit of feedback. You do this by having pre-established goals for your people. The establishment of goals and waste to measure those goals prior to setting out on a project or task allows both you and the individual eye level starting point. To do this, you have a few options. You can set up scheduled one-to-one meetings with individuals formally or informally. Scheduling these meetings take some stress out of what to expect. It allows you to explain and discuss the project and explain the expectations. When you impromptu call an employee to your office, it can cause them to feel anxious. We're unprepared. When you have a scheduled informal meetings setup, it takes some of the pressure off both parties scheduling. This can be as simple as stopping by their desk and saying, Can we have a meeting at three to discuss your progress rather than saying, I need you to come to my office at four PM for performance review. Let's say you want to discuss a specific situation with an employee. You might go about it saying, Would you be willing to discuss what happened at x? We can do it falling our team meeting, if that's good for you, always put the ball back and the employees corner. This empowers them to be part of making the decision and allows them to feel greater confidence when providing feedback for a specific employee. It is always best to do this one-to-one as well. It is ideal for providing this feedback face-to-face rather than over the phone. This allows you to read your employees body language and assess how they are responding to the feedback and potentially alter your approach with them. One thing we specifically suggest you avoid is providing feedback over e-mail or via a messaging system. It is very easy for someone to misinterpret text on a page. When you send a message or email, your tone is a matter of the emotional state of that person reading it. It is all up to their perceptions, regardless of how you met for something to sound. Techniques for communicating. How will you communicate your feedback is so very important to the buy-in. You will get from your people. Your communication style can ultimately be your greatest ally or your biggest downfall. You can have all the best intentions in the world. But if you fail to communicate them to your people effectively, they will not matter. Here are some techniques to follow when communicating. Communicates your care. Delivering feedback often comes with a negative annotation. However, it ultimately is all about how you provide that feedback. You should be sure that you are not only providing feedback when someone fails, but you are providing feedback when they succeed. This shows that you care about their performance regardless of the way it falls. When you have to provide negative feedback, express this as concern. This allows you to highlight those concerns and the individual to see that you want to help them find the solution. Use your manners. When you are communicating. It is important not to allow feelings of disappointment, irritation, or even anger to control the conversation. To truly provide constructive feedback, you have to leave these things behind. If you do not, you move from constructive to criticism and at that point your message will be lost on your employee. No one wants to be criticized and made to feel less than. Be sure that you check your own personal feelings and you're not providing criticism in the heat of the moment. Be direct. So yes, you need to be aware of your employees feelings and you need to use your manners. But this is not takeaway that getting straight to the point is not necessary. It does no good for your employee to be vague and your feedback. This is your opportunity to increase the clarity of your direction or expectation. Many employees will appreciate you for being straightforward with them and helping them to develop a way to move forward for success. Being sincere, caution yourself from sending mixed messages. It is not always productive to link positive feedback and negative feedback. You can catch yourself doing this when you use words like however, but we're all though, an example of this might look like. You have strong customer service skills, but this method lessons the sincerity of your feedback. It is like giving them a cookie than telling them the bad news. You want all your feedback to be felt as individual messages. So separate the thoughts, take the time and provide clear and sincere feedback. Be encouraging. Avoid the use of negative statements. This is not to say that you do not need to share that feedback, but shared differently. Rather than saying, you shouldn't say, have you consider trying the same objective can be completed at that tone comes across much more encouraging to your employee. Show appreciation. Regardless of the feedback you are providing, you simply could not, in most instances, get the work done without your employee. When you deliver any type of feedback, always end with some form of appreciation. Show that you are grateful and use examples to explain why they are valuable to you or the organization. Crafting the constructive feedback content. When you craft your content for feedback, be sure that you are never giving feedback, that there is no purpose for providing. Begin with positivity. Start the conversation with a positive point. Provide balance. Ensure that you are not just feeding. Be specific and improvement areas. Provide examples. Be specific and practical. Focus on facts, not interpretations or opinions. Focus on the individual's actions without comparison to peers. Be clear with the impact of the actions. Be understanding, give the person time to respond and explain their position. Pro tip. Use the technique of asking for permission. This allows you to get the individuals permission to give examples of your observations. You might say, Can I share an observation? This allows the employee to fill empowered and they may be more likely to appreciate the feedback. Co-develop the solution. Working together with your employee to find a solution for the issue or situation helps to build your credibility as a leader while empowering the employee to be part of the solution. As a leader, use open-ended questions to get the individual thinking about possible solutions when they provide their own ideas or thoughts. You might be surprised at the success that can be found. Ultimately, you need to ensure that the results will lead to positive impacts on the project or individual's performance. Wrapping up feedback. As you close the meeting, it is important to summarize the key points and restate the goals that were defined or altered during the meeting. This helps to confirm to both you and the employee that you are on the same page and you both agree on the solutions as well, it is important to make every effort to end the meeting on a positive note. One way to do this is to have the conversation with something you've noticed that they had done positively. This allows an employee who may have had a productivity issue to leave not filling negative, but encouraged that they can move forward on the new goals that have been set. Timing reviews. The frequency and timing of reviews is another important thing to keep in mind as a manager. When possible. It is a great practice to schedule regular meetups so your employees become accustomed to receiving feedback. It also provides you with a way to track their performance and growth throughout the year for their annual reviews. If you simply are only checking in at annual review time. This can slow the process of growth for your employees and ultimately stagnates your own growth as a leader. When you can provide frequent feedback, you are more timely with areas for improvement or encouraging positive reinforcement of behavior. The longer you take to provide feedback, the less value it may hold. You want to provide feedback when situations are success are fresh in their minds. You want the feedback you provide to be valuable, where it simply is just a waste of your time and your employees time. 8. Chapter 7 - Step 7: Celebrate Successes and Learn from Failures: Chapter 7, Steps seven celebrates success and learn from failures. As a leader, do you make it a practice to celebrate your team's efforts? Do you celebrate the success? We're simply celebrate the spirit of routine or the improvements that you have made. There are many reasons why you should recognize your people and their success if you're not already. But it begins with defining what success looks like. If you are in sales, it might look like a year over year increase in revenue growth. If you are in customer support, it could be a customer satisfaction score increase. You do not have to only measure success by increases in sales or efforts over long periods of time. You should and contrast, celebrate success whenever a goal is achieved and at every opportunity you can't. Allowing your people to share their success stories can help to grow, not just them as individuals, but also other team members. These stories can spark inspiration and desire and others, the successes they have may improve workflow or employee experience in ways that others did not consider. Take for example, a call center employee consistently has exceptionally high satisfaction ratings as a result of the flow she uses to deal with questions and follow up with clients. Her efforts have proven to be effective by allowing her to share her success and using positive feedback. Her workflow could change the entire call center and increased the productivity of everyone on the floor. Allow her to share how she came up with the idea. This is an excellent way to celebrate her and reinforce her best practices with other team members. Success sharing. The process of sharing successes can strengthen teams. However, you also need to ensure as the manager hat, your team is not perceiving it as an opportunity to show off. This is not a situation where you want one team member to fill less than just because they are not at the same level as someone else. It is about increasing the value of all. When using success sharing, it is necessary to reinforce that these successes make the team overall better and should be used to strengthen the team. The goal is to motivate and improve performance by using a process of positive feedback. When the team is supporting each other, the morale of the team increases, allowing peers to recognize each other also reinforces feedback that you as a manager are giving. This helps the people to feel that they're important and valued and that their opinions or observations matter. When individuals receive feedback on their investments they have made with their time and efforts. And this can boost their self-esteem by sharing a success story. You not only are lifting up that individual, but you are encouraging everyone to recognize that they have value. You create a culture of feedback and gratitude. Through this process, you increase motivation and employees are more likely to continue to improve and grow, to push beyond what they think they can do. The process for sharing success stories. Think of a success story just as you would any other type of story. You want it to have an impact and inspire people to develop and achieve their own goals. Here are some things to focus on when helping your employee to develop their success stories, to share. Focus on the useful content. Begin by focusing on the content that is useful. And this could be as simple as practical tips. It is always good to have your story in an outline, step-by-step process to help provide a clear picture of how the person was able to achieve success. This can help others who are seeking to solve the same or a similar problem. Be authentic. Achievement of your success is something that you want to inspire others that they too can do it. The goal is to open their minds to a point where they can look at how the individual overcame the obstacle and found success. Yes, this may even include how the person failed at first. The failure can shine a light on the problems that prevented success and how they move to find a solution. This can be very inspiring to others who have something blocking them from success. How to celebrate achievements. It is so very easy to get stuck in our day-to-day task and forget to celebrate the achievements of our employees. To simply move on from this task to the next, from this meeting to that meeting. However, if you want to create a supportive, motivated, and cohesive team, it is necessary to celebrate those victories small and large. You are the front line. The one they see you are the expectation. If you make something a big deal than it is a big deal for your people to. When your people see you not taking their efforts for granted, they are more likely to approach their work with a positive attitude. Here are a few tips for how you can recognize the achievements of your people. Number one, do not wait. Praise your employees on the fly. There is no need to wait for team meeting, send out a team e-mail, drop a note on their desk, share it to your Microsoft Teams chat or Slack channel. The point does it when it is fresh, number to the public. Recognizing an individual and public can have a great impact on the morale of your entire team. It is a great tool to use in building an individual's self-esteem. Number three, gifts, okay? You do not have to go out and buy something extravagant or drop a bonus. I mean, you can, if that fits in the budget. However, simple things like a handwritten thank you, go along way. The cost of the reward is not always what matters. More often, it is the fact that you recognize the effort and success. If you are looking for a monetary rewards that are not as costly as bonuses, consider these extra day off, flex day, or work from home day, lunch with a team, gift cards, conference voucher. Really the sky is the limit or well, the budget is more likely the limit, but the point is the same. Find a way to recognize their efforts and celebrate those successes. One key thing to remember is when the reward is personalized, it means so much more. It shows that you are not simply celebrating the success of the organization, but the success of that individual. You are making an effort to find out what is important to that individual, what they like, what they are passionate for. Growing from failure. Failure can be one of the best teachers you will ever have. It is not a secret that many learn from our failures. If you have ever picked up a self-help book, then you know that this is true. Yet the idea of failure is something we are inherently afraid of. We move into a mode of conservation where we only do what is comfortable and do not push our boundaries. Because what if you fail? We accept that good enough is okay that there is no need to reach for greatness. However, truly shift herself into greatness. You need to be ready to fail. You need to grow from those failures and overcome them. There will always be adversity in the world and how you learn and grow from that will make you and your people better at what they do. So as a leader, it is part of your role to set this expectation to remove the negative stigma around failing. To change the view that failing is the AND2 failing is just finding one way did not work. Here are a few ways to approach failure with your team. Go public, encourage your team to share the ways they fail. This could include the creation of a failed wall where they can write down what they tried and did not work. Cultivate, experimenting. Encourage your people to think outside of the pass or fail mentally. Take them back to science class where everything returns information, not failures or successes. They need to focus on what they can learn from the experience, not just the outcome. Fail forward. Embracing your failure is one way to be honest with yourself about where you are. You need to find out what did not work with the obstacle was, and what you could have done differently. It really is all about learning and all about growing. Think of it like this. If children gave up when they felt the first time they were learning to walk, we would all still be crawling around on the floor. Yet the child picked themselves back up and try it again. They figured out how to balance their precious little bodies and take those precious first steps. This is the same thing that happens with your people when they fail. They may not want to stand back up right away. And it is your role to help them understand that they can't succeed and find a way to learn from their stumbles. It is our natural impulse to minimize mistakes and push them away from the forefront. However, we cannot learn that way. We cannot examine what went wrong. Sometimes we need to sit with a failure to see what lessons it has for us. This allows us to find the appropriate steps forward and to develop actionable learning. This process is a shift in the way of thinking for many managers. No one actually chooses to fail. It hurts our pride. It can be harmful to the profitability of the organization. However, if we can learn and overcome these failures, we can better pivot to prevent future failures of the same kind. We must learn from our mistakes or we are destined to repeat them. Success consists of going from failure to failure without loss of enthusiasm. Winston Churchill. 9. Conclusion - How to Manage People: Conclusion. You did it. You made it to the end of how to manage people. You are well on your way to becoming a great manager. As you continue to arm yourself with new skills, you will find that you can do so many things that you previously may not have thought possible. Being a great manager is so much more than being in charge of other people. It is about finding ways to connect and develop those people, is about finding ways to help them grow and being empathic and their lives. So as you continue on your journey, use the seven steps to help you grow and develop skills to be the best possible manager you can't. The next step is to implement the things you have learned within the sections and grow yourself to become the leader you desire. The ball is in your corner and you can choose freely what kind of leader you want to be. As you grow to be a more effective manager of your people, you will face so many successes and setbacks. It is important to remember to grow with each of these, to take every opportunity to move forward and learn from the experience. Those managers now have the greatest level of success are avid learners and never stop growing and developing. Managing people, it means dealing with conflicts, motivating people, training, delegating, supporting, and so many more things. Your central skills have been outlined in these steps. Yet you will still have the flexibility to fit them to your leadership style and opportunity of all the things within these sections, the one bit of information that I hope you take away is that when leading people, sometimes it is better to be an active listener. Through listening, you can learn much more than you ever will by hearing the sound of your own voice. It is through listening that you will hear the needs, desires, and strengths of your employees. You'll hear when they are struggling and what they need to improve. Active listening is one of the biggest tools that high-performing managers have in their toolbox. Remember that becoming a great leader will not happen overnight. It takes time and commitment. When you are ready to commit to change and embrace that there are different ways to grow personally, you can do amazing things. Why not start with your leadership today and go forward making one change in your style, then tomorrow, another and another. And before it, you will have formulated an entirely new style of leadership for your team.