We are asked regularly, how do you get good managers? There are many ways to get good managers and get the best from them. Communicating Communicating clear expectations mean that both managers and employees understand the role of organisational leaders. Certainly, the best leaders find a way to thrive within an organisation. However, they also need effective organisational support to fulfil their true potential. Therefore, given the right tools and a proper support network, there’s no reason why your managers can’t become the influential people you need to lead your business to success. Strategising Great leaders are brave enough to make sweeping changes and need a range of skills. However, one of the most important traits in any leader is knowing when something is or isn’t working. Some managers can get caught in a loop of reactive activities, like solving functional problems or achieving short-term objectives. Great leaders need to be strategic in nature. Therefore, they need to meet operational goals whilst planning for future success. Analysing Good managers can see how their decisions will affect the organisation. Therefore, their decisions can be interpreted by everyone from employees, to competitors, and to the media. So, this involves different levels of […]
How to be a better manager is not as trendy a question as it once was. How to be a better leader is a much more trendy question. Why is that do you think? Surely an organisation can only have so many leaders before they start falling over one another and confusing the direction? Effective managers are a key bedrock on which any organisation relies. So how do you become one? How to be a better manager in 5 steps Know your policies and procedures Be consistent Be brave enough to question your own management style Actively use reflective learning Earn the trust of your team Know your policies and procedures Become thoroughly familiar with your organisation’s HR policies. What are the rules on time off for Doctors appointments? How much notice of annual leave do people have to give? how frequently are you expected to meet individually with your team members. If you don’t know the rules, how can you respond quickly and with authority to your team? Be consistent Consistency builds credibility. It’s so important there was even a management theory devoted to it in the 1950’s. Consistency Theory tells us that people become uncomfortable when things are out […]
We are delighted to announce that Ali Penney has passed her CIPD Level 5 Intermediate Certificate in Human Resource Management. This means she is now an Associate Member of the Chartered Institute of Personnel and Development. Along with her skills and knowledge in Workplace Mediation, Ali will now be able to answer your queries direct with regards to Holidays, Maternity, Paternity, Shared Parental Leave, and Grievances. She will continue to develop her skills in other areas of HR. Ali Penney MCIPD Metis HR is a professional HR Consultancy based in the North West of England. We support clients across the country. Metis specialise in providing outsourced HR services to small and medium-sized businesses. Call us now on 01706 565332 to discuss how we may help you. We can now provide on-site mentoring services designed to resolve workplace conflicts between employees who have previously worked well together. For further details email Ali Penney on mediation@metishr.co.uk
In our experience, how to have effective one to one meetings with employees is a common development need for both new and experienced managers. It’s a fundamental rule of management that to lead others you need to practice frequent and open communication. The general rule of thumb is that managers can best accomplish this by holding regular one-on-one meetings with the people they manage, usually weekly or close to it. It’s a simple idea that sounds good, and yet so many employees complain that these meetings are unhelpful, or worse, don’t actually happen at all. Managers often ask us how to have effective one to one meetings with employees. There’s no magic to it but the first and most important thing is to have a schedule for one to one meetings and stick to it. The most common reason we hear managers give for not holding one to ones is that they’re too busy. The second most common reason (or excuse?) is “I don’t need to formally sit down with my team, I see them every day”. It’s a nice idea to think you can catch up with your individual team members in a meaningful way over a quick coffee, but in reality we don’t think this approach works. […]
Empathy is a vital quality which appears to be in short supply in some workplaces. It’s quality that you either naturally display or something you have to consciously work hard at. There are 4 ways that you can begin to improve empathy, which will help you build better relationships at work. Listen, but really listen rather than look like you’re listening when you maybe planning on what to say next. Active listening skills such as rephrasing can help improve how well you listen and demonstrate that you are listening. This is a useful building block for improving empathy. Don’t be judgemental. Everyone has a different perspective and just because it’s different from yours, doesn’t make it less valid. Listening helps to not be judgemental, so does challenging your own prejudices. Thomas Kida said “don’t believe everything you think”. A useful sentiment to hang onto if you are trying to improve your empathy. Actively look for things that you have in common with the people you work with, rather than looking for differences. Being curious about others will help you. Show a genuine interest in others. Ask questions to help you get to know them better. This is a good ploy to […]
As an employer, you’ll encounter your share of difficult employees. When you’re recruiting, you’ll do your best to choose candidates with great attitudes and solid experience, you might even take up references to establish if what they say about their abilities to perform at work stacks up with previous employment. Unfortunately, even the best candidates can have little idiosyncrasies that make them difficult to work with in day-to-day operations. These “quirks” are not necessarily worth dismissing somebody over especially if they get their work done on time and their standard of work is acceptable; but someone who flat out refuses to work in a particular way or work with particular people or undertake particular tasks because they are against “their principles” can become a huge headache. We’re not saying that all employees have to kowtow to you without question, indeed challenge is healthy, it makes you questions why you are working in a particular way but employees who become unmanageable are something else again. This kind of employee can make it difficult for you to keep your team productive while retaining your image as leader. If you find managing difficult employees, try one of these three strategies: Set written expectations. Be clear from […]
Grieving is a real part of our lives and people handle death and grief in different ways. It can be confusing to know what to say and when to reach out and it can be especially difficult with someone you work with. Dealing with a colleague who is grieving can feel awkward because the lines of intimacy are different than with family and close friends. In times of grief, you want to express your concern without saying the “wrong thing.” Here are some examples of things people say that maybe could be said better: Instead of “She’s in a better place” say “I’m so sorry for your loss.” The grieving person may not agree with you or want to think of their loved one in a different, albeit better, place. It’s better to keep it simple. Instead of “At least she’s not suffering any more” say “Please know that I am thinking of you” or if you feel comfortable, offer a warm hug instead. This statement may be perceived as trite or insensitive. Instead of “How are you?” say “We’re glad to see you back at work. We’ve all been thinking of you.” It can be difficult for someone to […]
How to be a Better People Manager part 1 – recognise employees for their work We seem to have got better at recognising people as individuals at work. This has partly been driven by legislation. With the requirement to consider flexible working arrangements and the removal of the default retirement age. This now stops us talking to employees about their plans and the ‘isms’. This makes us think about the impact of our decisions on protected characteristics such as gender, age etc. There is often now a call from employees to recognise them for the work that they do and not for recognising them as individuals. In How to be a Better People Manager part 1, we consider 6 processes that you can build into your team management. This can improve the way in which you recognise people for the work that they do. Define your expectations Explain how you want people to do their jobs. What are the values and principles that you want to see displayed in your team members work. Give an insight into where you want your team to head. What that will do for the context in which each employees work. Decide what role or tasks each person will […]
Managing a difficult conversation can be one of the most daunting jobs for a manager, particularly one that lacks experience and confidence. Here are 5 steps to prepare you for managing a difficult conversation Identify the goal that you want Write down the goal you want to discuss. Decide what topic you need to address in order to get to your goal Plan the agenda for your meeting. Have a reality check with your employee What is the current situation, what’s happening now. What’s the effect of what’s happening now. Stick to the facts, have them very clearly laid out in front of you. Don’t get emotional. Don’t get diverted. Someone who doesn’t want to talk about the topic you want to talk about may well try to drag you down a different route. What are the various options available? Get the employee to generate options. Keep your mouth shut and let them offer solutions, resist taking over evaluate the options. What are the pros and cons of the different options given the outcome you want to achieve? Who or what might stop the employee or get in their way? What option will you choose to act on? what […]
