hard and you have just gotten that
promotion you have always wanted and certainly
earned. You have never supervised or been
for others job
performance and productivity. Now what?
If you can define answers to these fundamental
questions and truly understand how they
can or will affect you in your new group
role, you can position yourself to maximize
your groups ultimate productivity.
WHAT IS EXPECTED OF YOU AS A MANAGER.
are the performance objectives of your
Are the groups performance expectations
Are the performance expectations tied
to a timeline?
Are the objectives realistic?
Are the performance objectives relevant
RESOURCES AVAILABLE TO MEET FUTURE DEMANDS.
internal and external resources are available
What resources available do you actually
Are the resources enough to meet performance
Understand how to get more support if
you find the need.
WHO TO INTERACT WITH FOR MAXIMUM PRODUCTIVITY.
within your company
affects performance in your group?
Who outside the company can affect group
Can you realistically affect these influential
What support can you expect if you find
you need it?
WHAT VIABLE LEADERSHIP AUTHORITY YOU HAVE.
your supervisor clearly define your authority
At what point or level does you supervisor
Are you given more responsibility than
What recourses do you have to address
poor group results?
Any organization, be it a for profit
entity or non-profit group, is often made
up of groups of people who collectively
seek overall success
for their organization. As a group leader
or manager you can best drive success
for your segment of the organization by
being consistently proactive in defining
the span influence and control of your
own leadership role. This is a constant
and ever changing process. Circumstances
both inside the organization and affects
from outside require successful managers
to gauge their role and contributions
within the four segments defined above.
When you think about it, each group within
any organization, and each member within
for that matter, should only demand and
use just enough or the organizations
resources to maximize their productivity.
Any use or demand of resources that is
more or less than what actually is required
makes for unnecessary frustration, confusion
it is the successful manager that constantly
adjusts what is needed to leverage their
own group control, support, influence
and their ultimate accountability within
the organization. This leadership skill
set does not come natural to people.
A manager must understand the need for
their constant definition of their own
role within their organization and the
consequences of proactively communicating
same to each of their subordinates, showing
them how their responsibilities and contributions
affect the organization as a whole.
As organizations grow and diversify as
a response to ever changing demands of
them from their constituents, they naturally
become more dependent on their managers.
More often than not, the organization
does not effectively clarify what is expected
of their managers. One cannot expect the
organization to make your management responsibilities
easier it is up to you to do that