(GM), adsdsf, First-Class Managers Do Not Get Stressed

Hi adsdsf,

How did you get on with part 1 of the Management e-Course?

Were you able to read it?

Do you agree with the skills, which I believe you have to master
to become a First-Class Manager?

Please let me have your feedback by simply replying to this email.

Have you thought about how good a manager you want to be?

It is First-Class?

I remember the days when I was struggling, lying awake
worrying, scared to ask anyone for advice or support,
wanting to do a good job but not knowing what to do.

Do you lie awake worrying about work or do you sleep
soundly like a baby?

Why do people say that 'sleep like a baby'. When my
children were babies, they woke up every couple of
hours!

So, do you lie awake worrying about work or do you
sleep soundly like a teenager?

So back to my struggles...

I had to learn the hard-way, making mistakes and
missing out on promotions and extra bonuses.
I was resentful for not being where I wanted to get to,
blaming everyone else but myself and then almost being
fired. I was experiencing the 'struggles' like other so-called
Managers and decided to do something about it.

That was it, I had to change, I read all the Management
self-help books and manuals, making pages of notes. I
attended courses, conferences, seminars, asking lots of
questions and trying all the tips and ideas listed.

Suddenly I was seeing how to become a First-Class
Manager, managing staff, building rapport with
customers, managing your boss, delegation, delivery after
delivery. I was getting noticed and getting attention!
The senior bosses wanted me on their teams, because
my over delivery, made them look good and if they look
good (because of you), you are fully supported and well
rewarded.

Part 2 of the e-Course continues with the skills, which
First-Class Managers focus on. If you want a successful
career, you should be looking at roles and tasks, which
enable you to excel at these skills and behaviours.
But you don't want stress, so check out day 2 and see
how to minimize it:

1. Control

• Involves, not controls teams to achieve goals
• Provides enduring focus on delivery of goals
• Considers the long and short term implications
  of decisions and actions
• Communicates goals simply and memorably
• Establishes a process and environment which
  encourages and provides honest and constructive
  feedback that is acted upon quickly and visibly

2. Performance

• Inspires and supports people to grow and produce
  outstanding results and publicly recognise this
• Coaches their staff to recognise and develop their
  potential
• Spends informal time with their teams, listening,
  praising and encouraging
• Knows what good performance looks like, visibly
  differentiates rewards and deals firmly with under
  performance
• Puts the customer at the centre of all they and their
  staff do
• Takes the time to get to know individuals & what motivates
  them; values them for their strengths; identifies and
  encourages their top performers and continuously raises
  the bar to improve performance

3. Ensuring Continuous Improvement

• Strives to simplify the companies processes (i.e. doesn't
  tolerate bureaucracy)
• Has zero tolerance to activity that distracts them from
  providing great service to the company's customers
• Ruthlessly removes blockages that get in the way of
  their staff serving customers and focussing on what
  matters to customers

Who said it is easy being a High Performing Manager?

It's certainly not. Not only do you have to excel on the above

critical practices, you also have to manage difficult staff, budgets,

change, conflict, communication, priorities, delegation, your boss,

your time, your work/life balance - the list goes on and on.

The 3 sections above list the second half of my unique critical skills,

which I believe will help managers succeed in the 21^st Century.

Some, most, all of the above may not be new to you. However,

how much do you practice each skill?

Really?

Are you being honest with yourself?

How successful are you?

How effective are you?

I'm sure you want to be more successful, more effective, more

recognised and more rewarded.

In part 3, I shall share with you the techniques to understand
your strengths and to find out how effective you really are.

You will receive part 3 of the e-Course in 3 days time.

Still to come: Part 3: How do you know how effective you are?

Part 4: A simple tool that will help you to understand what your
peers, team and Senior Management think of your effectiveness

Part 5: A real passion of mine - Continuous Improvement

Part 6: Includes the biggest secret behind successful management

Part 7: The Power of Questions

Now go and Accelerate Your Effectiveness! ™

Andrew

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