Copyright 2005 So-lu'shunz Management Services
http://www.solushunz.com
Take the pain out of gain and decrease the upheaval
surrounding change by following six commonsense steps to
effective management.
Step 1: Establish Objectives
The process must begin with a clear and detailed
statement
of objectives and move from there to goal design. Goals
must be directly accountable to the vision while remaining
in alignment with the stated purpose of the organization.
This requires constant interaction with team members to
determine that the they are on track, and with all internal
clients to insure that the goals and objectives are
pertinent to their needs, as well as to the organization's
greater purpose.
Step 2: Organize & Plan
Efficiency in this area requires the ability
and resources
to develop and effectively communicate design/redesign
plans and realistic schedules, while maintaining a balance
between the broad view and day to day operation.
The existing departmental structure in the case
of a
redesign is all-important to the success of the plan, as is
the ability for leadership to delegate responsibility,
while continuing to monitor and control outcomes.
Structure, though transitional, must take precedence, often
a challenge in an atmosphere of change.
Step 3: Communicate
Great communication, the delivery of clearly stated
information on the true state things, is timely, pertinent,
and requires confirmation that the message has been
understood. The more ways in which information is given,
the more believable it becomes and the more likely to
initiate action. By means of clear communication, a course
of action is determined, pertinent information is provided
and goals are met.
Step 4: Motivate
Motivation is the purpose provider, the impetus for action.
It is complex at best and takes more than one form,
depending on the level of the individual or team, the level
of the manager, and the product or service provided.
Experts acknowledge that the feelings of the individual or
team toward the motivator are key to the degree of
motivation achieved. It becomes ideal then to have the
full cooperation of those directly affected by the process
and for leaders to have a good understanding of and rapport
with teams and team members, knowing what makes each tick.
Change is disturbance of the status quo, and will always
involve a degree of resistance. Involving key staff in the
design and implementation process, particularly when it
involves drastic structure changes can be extremely
productive.
Step 5: Develop Staff
Developing people ought to be a primary goal of any
organization, and developing existing staff during a period
of transition is practical and profitable. Leaders have
the power to provide an environment rich in opportunity and
resource, in which employees are encouraged in the area of
self-development.
Place staff appropriately is critical to insuring staff
become long-term contributors who can be counted on in
periods of growth and transition. An effective leader
understands that discerning the right fit of individual to
position is critical to all present and future endeavors.
Ignorance in this area can be a costly flaw surfacing
during periods of change.
Step 6: Measure & Analyze
Finally, management is responsible for measurement and
analysis of both processes and individuals. Employees must
be made aware of their progress, in new and developing
settings, as well as in familiar ones, in order to
effectively draft and adjust personal goals and improve
performance. Measurement and evaluation should be designed
to reflect the vision while motivating and initiating
self-government of the individual.
It is necessary to communicate a clear concept of the point
at which development issues end and performance issues
begin. Growth is a process best achieved and assessed
under relatively stable circumstances, though periods of
transition are often an excellent proving ground in which
star players often begin to shine.
Effective Skills
It goes without saying that the challenges inherent in the
management process must be met with maturity and
sophistication by each leader. The areas of interpersonal
and leadership skills, as well as continued willingness to
invest in self-awareness and personal growth are paramount
in the profile of the great leaders who will guide
organizations to effective change.
Interpersonal skills are of chief importance. Leaders must
treat all staff equitably, developing solid working
relationships across all levels. This may appear blatantly
obvious, but sadly is all too often overlooked in the name
of accelerated progress.
A great leader has a sincere desire for universal success,
treating staff members as individuals, giving credit,
taking pleasure in achievements. A great leader keeps the
objective clear and uncomplicated, always acts as a role
model, and stands back, letting others get on with their
assignments.
A true leader will make the difference between an effective
period of change and the failure of an otherwise brilliant
plan. Do not overlook the advantage of adjusting the needs
of the plan to allow for the needs of the people. It is
not necessary to prioritize purpose over people, or vice
versa. If leadership has done its homework, everyone in
the organization will arrive at the objective
simultaneously.
In Closing...
Essential to the process is an understanding of the
distinction between management and leadership.
Management ensures that things get done right, creating
process and systems and insuring efficiency. A manager
manages the process and records the efficiency.
Leadership revolves around people, concepts and ideas,
establishing direction for those who will follow. It is
discerning and articulating what is right, all the while
educating the team to do the right things and to do them
right.
Manage the process, lead the people, and educate them along
the way - commonsense.
