business management 101, business management definition, basics, and best practices


at the heart of any successful
organization you’ll find good managers who are making important decisions every
day managers make sure that projects are completed that work is of the highest
possible quality that employees are motivated and engaged and that policies
and procedures are followed in fact managers do so many things that
management is more a series of key skill sets rather than one specific role good
management is a use of key skills and practices correctly applied at the right
time to help the organization reach its highest potential the good news is that
management skills can be learned and improved throughout this course we’ll
explore specific strategies for honing your management skills well there’s a
range of key management skills and practices they fall into mainly three
areas managing performance managing people and managing the business within
each of these areas are specific competencies throughout the course we’ll
delve into each of the competencies and I’ll cover strategies you can use to
improve your effectiveness as a manager it’s important to understand that
management has come a long way since its initial roots management was conceived
during the Industrial Revolution when factories necessitated organizing
the work of large groups of people early management theories focused on
controlling workers there was an assumption that people inherently
resisted work and needed to be prodded or even forced to do a good job
management occurred by using power over workers through structures like
hierarchy bureaucracy and punishments to create productivity but we’ve come a
long way since the 1800s and over time management has evolved the efforts of
the labor movement and key legal decisions certainly have done a lot to
humanize the workplace making it safer for people both physically and
emotionally and our economies have changed the age of information and
technology has radically transformed what work is and how it’s accomplished
and globalization has redefined where we access our customers suppliers and even
employees many organizations also discovered that how they treated their
employees had an impact companies who treated their employees well saw higher
productivity reduce turnover and even less sick time which translated to huge
cost savings in addition they discovered that happy employees treat customers
and are more creative leading to product innovations this has been driven home by
the modern generations of workers especially Generation X and Millennials
who have come to expect more from their jobs than just a paycheck they vote with
their feet making the costs of recruitment and retention of good
workers a high priority even during economic slumps now I don’t want to
imply that autocratic management is a thing in the past you can still find it
being used especially by older managers and leaders but you’ll find that
organizations that are thriving are doing so because they’ve embraced the
latest revolution in management which is to focus on motivating and engaging
employees and customers alike there are several key areas of management that
have shifted over the years one area is how decisions get made and implemented
organizations are moving away from hierarchy based on Authority and power
and instead tapping into the wisdom and expertise of people at all levels of the
organization this yields better decisions and creases engagement another
area is how activities coordinated across the organization instead of using
bureaucracy and rigid roles organizations are moving to more agile
and nimble models that allow them to make changes quickly in today’s
fast-paced world managers are giving employees more autonomy and independence
the third area is how employee performance is measured rather than
focusing on narrow markers of achievement organizations are focusing
more on competencies that support a wide range of successful outcomes in addition
managers are stepping away from the reward and Punishment model of
motivation and tapping into how people are intrinsically motivated this yields
increased productivity and engagement what does this all mean for you well it
means that your success can be enhanced by learning and implementing modern
management strategies knowing how to better manage performance people and the
business will pay off for you in numerous ways as you become known as a
great manager you’ll also reap direct benefits in your career as you’re tapped
for future opportunities and leadership throughout your day you’re probably
going back and forth between managing and leading in today’s modern
organizations leadership and management are closely intertwined because almost
all people who manage others and projects or functions also have to
provide leadership to their people in the organization let’s explore the
important distinctions between them the primary goal of leadership is to produce
change and growth the work of a leader is to envision a better tomorrow and
design the change that will get the organization from here to there the
primary goal of management is to produce order and consistency the work of the
manager is to create a stable work environment that’s clear and consistent
so that employees can be as productive as possible needless to say there’s some
natural tensions between management and leadership think about your day to day
work over the past two weeks and identify when you’re managing and when
you’re leading here are some key things to look for 1 the first distinction is
about approach managing is tactical and hands-on while leading a strategic and
visionary this is because the timeframe is different number 2
managing occurs in the here-and-now you’re looking at the short-term and
mid-range goals that ensure success of the organization today contrast that
with leading where the focus is on the future and setting strategy and change
to create the organization of tomorrow 3 another difference is that the focus
shifts for management the focus is narrow and internal whereas the leaders
view is broad and external including other functions industry market and
national and global affairs number for managing relies on current resources and
structures while leading designs new ones for the future number 5 for
managing the task goals are directing the daily work of employees to achieve
currently identified goals whereas leading requires planning for
the future setting a long-term vision and strategy to bring about the change
finally number 6 the people skills differ as well both managing and lead
and rely on emotional intelligence but managing is more tactical like
conducting one-on-one meetings delegating tasks and coaching employees
to improved performance leading is about building the culture to maximize
engagement inspiring various stakeholders with the compelling vision
fostering collaboration and cultivating the next generation of leaders all of
this is in service to achieving the future potential of the organization by
maximizing the most important asset its talented people as a manager you’ll play a few different
roles as I go through the five primary roles think about how you play them over
the course of your work week the first is producer you must produce
the desired results and achieve the organization’s goals through projects
and tasks second is administrator you must
administer systems policies and procedures so that the organization runs
efficiently third is innovator in order to enact
change that serves the organization’s future you’ll need to be creative and
innovative solutions fourth is mediator not only when you
need to help your employees work through conflict
you’ll also mediate any tensions between the employees needs and the
organization’s and fifth is culture builder you must build a work
environment and culture that values its members and supports the organization’s
goals each role requires different skill sets and you may be better at some than
others you want to play to your strengths and develop the areas and what
you still need to grow also think about how you can utilize the strengths of
your people to balance you it also happens that these roles can actually be
in conflict with each other for example administering a policy might actually
limit innovation or an acting change might threaten the current culture part
of being a manager is knowing how to balance these roles and also when to
prioritize one over another this can be confusing because there’s actually two
primary perspectives to consider one is the employees perspective which focuses
on the experience of the people under the manager this is the one we’re almost
familiar with because we’ve all been under manager at some point in our
careers the other is the organization’s perspective which focuses on the
effective completion of work that drives the organization success
every manager must find a way to live at the intersection of these two different
and sometimes competing perspectives let’s take a deeper look I’m going to
start with the organization’s perspective because it really does come
first everyone is employed to help the
organization accomplish its goals it’s also true that the organization’s
perspective is what is driven management style since the 1800s
the organization’s perspective includes several key questions like are the
assigned projects and tasks completed does the work get completed on time and
within the allotted budget is the level of work quality
sufficient to accomplish the goals is the organization protected from lawsuits
by compliance with state and federal laws and regulations does any innovation
occur that enhances the organization’s success does the manager hire and
develop employees who make positive contributions to the organization over
time from this list it becomes obvious that from the organization’s perspective
key management skills include project management time management resource
management communication decision-making people skills and performance management
now let’s switch to the employees perspective the people who report to a
manager have several key questions like are my tasks and responsibilities made
clear am i given the training guidance and resources to complete the tasks are
my skill sets effectively used and am i given opportunities to grow am i treated
fairly and with respect can I see that my contributions make a difference and
are they measured accurately and is my worth accurately assess and valued is
there a clear career path for me to advance and grow and from the employees
perspective key management skills include communication people skills
performance management training and coaching and fairness or ethics there is
overlap the employee interaction is in service of the organization’s goals and
the organization provides meaningful work and fair compensation to the
employee to be a successful manager you’ll need to find a way to artfully
navigate the inherent tensions and opportunities that live between the
needs of your employees and the goals of your organization management styles are the patterns of
behavior people use when they hold management positions these patterns of
behavior include how they communicate make decisions supervise and motivate
there’s a range of management styles and all are a blend of three key behaviors
task Direction decision-making and relationship building task Direction is
when the manager tells the employee what to do as well as when where and how this
may involve teaching and training as well as directives and instructions
decision-making is the extent which the manager involves employees in the
decision making process this exists on a continuum at one end employees have no
involvement at all and at the other end the manager delegates decision-making
completely to the employees relationship building is how the manager forms a
relationship with each employee as well as creates the work environment or
culture for the team as a whole it includes coaching motivating and
engaging employees open communication and respect let me walk through the most
common management styles I’ve coined the first style the director this manager
wants to be in charge so controls all aspects of decision-making they provide
a lot of task direction and are often seen as micro managers directors don’t
engage much in relationship building although they can be cordial
a hallmark phrases do what I say this autocratic style is appropriate when
employees have very low levels of skill or initiative or when the organization
is in a crisis and needs immediate change however the director ultimately
does harm to the organization because employees are not motivated and don’t
get opportunities to develop the second style is the consultant this manager
still maintains control of decision-making but knows that
relationship building is important so it consults with employees to gain their
input employees can feel more engaged with style
if the consulting is genuine Consultants still provide task direction but allow
low levels of autonomy the phrase for this style is I value your input this
style works well with employees who are growing in their skills or confidence
but not yet to the level where they can handle complex tasks on their own third
you have the consensus builder who manages democratically this manager
genuinely seeks input and feedback from all
they focus on what’s best for the group as a whole so often make decisions based
on majority preference or consensus the phrase here is what do you think the
downside of the style is that they may take too much time seeking input or
ignoring the best decision in favor of the choice that has the most support
fourth you have the coach this manager focuses on creating a highly productive
and motivated staff they provide both training as well as encouragement to
grow they often create a fun and positive work environment with lots of
team-building and social activities the hallmark phrases how can I support you
this style is great for mid to high performers but coaches can stumble if
they have poor performers or difficult employees who don’t respond to their
encouragement the fifth style is the visionary this manager has an exciting
vision and they’re good at inspiring or persuading others to get on board often
they’re great at strategic thinking but not so good with tactical skills this
manager is exemplified by the phrase follow me to thrive under this style
employees need to be independent because they have to figure out the day-to-day
work for themselves the delegator is the sixth style this manager uses a very
hands-off or laissez-faire approach to management they turn over almost
complete control to their team stepping in only when necessary
this style only works well with high-performing employees the phrase
here is you’ve got this delegate errs have to remember that while they may be
able to hand over tasks performance and decision-making they must continue to
build relationships the last style is called the narcissist and it’s actually
the most harmful style with very few redeeming qualities the narcissist
maintains control by providing a lot of tasks direction and no decision-making
the engage in relationship building but only to garner favors or support
abruptly dropping people when it no longer suits their needs this person is
very self-centered but they can still be likeable often even charming but they
rule with an iron fist using punishments from firing – petty
retaliations to keep people in line people under them are in fear so they
cannot speak up or seek help often once this person leaves or is let go a whole
series of shocking information comes to the surface
to know if you have this most toxic kind of boss look for high turnover or a boss
that takes all the credit for their team successes and blames their team for any
failures as you review these Styles think about which Styles you’ve
experienced as an employee what impacted the styles have on your productivity
motivation and loyalty to the organization also consider which style
is most like you we all tend to have a favorite or a natural style that we use
the most so which style should you choose well it
all depends on your situation with the exception of the narcissist all of the
Styles can be useful in certain contexts while no one individual style is good or
bad a management style can be a good or poor fit for the situation which
determines its effectiveness let’s start with your natural style of management
which of the Styles is most like you if you’re not sure ask friends and
colleagues for their feedback it’s important to know which style you
default to because that’s what you’re likely to do under stress ultimately
your natural style may be the fit for some of your employees and they will
thrive under you but if you want your entire team to thrive you must be
willing to become versed in all of the styles it’s the managers responsibility
to be the chameleon and change your style to suit the situation by picking
the best style for the situation you’ll maximize the productivity and engagement
of your people to determine which style to use first assess the skills and
attitudes of each of your employees consider their job description and
identify the skills or competencies they need to be successful meet their current
competence in those skills also look at their attitudes are they enthusiastic
and motivated cautious or nervous or even disengaged in bored look at how
they get along as a group are they cohesive and friendly or is there a lot
of tension or conflict now you apply combinations of tasks Direction
relationship building and decision making to bring out their best with
employees who are newer and skilled use high amounts of tasks direction and
relationship building this will help them learn what they need to do the job
as well as start building a positive connection between you you’d want to use
the director and consultant Styles over time as you see evidence that your
employees are becoming more skilled and confident you’ll throttle back on tasks
direction as needed and maintain relationship building also now add some
decision-making to push their growth and development now you don’t just hand over
a big decision to them but first start involving them in discussions about
decision making begin by seeking their input and sharing what you’re doing and
why as they get the hang of it then you can let them make some low-risk
decisions this is when you might want to use the consensus builder and coach
styles continue to build relationships as you push their
skill development with more and more opportunities for decision-making
once your employees are highly skilled you can delegate a lot of things to them
at this point you’re providing very little task direction and even then it’s
rare you’re also giving them a lot of autonomy with decision-making increasing
the complexity of projects to keep them challenged and engaged you can also dial
down the relationship building as you should have a strong foundation of trust
and respect to stand on however be careful that you don’t stop relationship
building altogether even your top performers still need encouragement and
acknowledgement you’ll find that the visionary and delegator Styles work well
for you here especially because as your team grows you can manage them less and
less allowing you to turn your focus toward leadership and strategy if you
want a great book to guide you through the many challenges of management I
highly encourage you to read the book leading at a higher level by Ken
Blanchard it’s one of my all-time favorite books and a must read for
managers let me leave you with one more tip think of yourself as a habit changer
seriously current developments in neuroscience have revealed new and
exciting information about how humans form habits habits shape everything we
do from our professional to our personal lives every day we engage in habit loops
that have been well built over time and in many cases are quite grooved both
behaviorally and neurologically think about your own day habit is behind your
commute to the office how you behave in meetings and even how you answer your
phone when we do behaviors over and over again they become grooved and even
develop thicker neurological pathways in fact research has shown that it takes
about 40 repetitions of a behavior before it becomes grooved as a habit and
66 shows measurable thickening of the pathways what does this have to do with
management well first as a manager you have your own habits your default
management style is one of them it’s well grooved if you want to help
yourself become better at the other styles you have to practice them so they
become habits too in addition managing people is largely about helping them
form new habits or better ones as you give them tasks direction or
opportunities to make decisions you’re actually helping them develop new habits
for working effective managers are patient and
people time to learn and grow knowing that after about 40 repetitions of any
new behavior habits get formed so play with the six styles using them based on
what’s the best fit for the situation you may even use one style with one
employee and a different style with another ultimately your goal is to bring
out the best in your people and the right choice of management style is how
you accomplish this I believe that managing performance is
at the heart of the manager’s role so I’ve put the section first because it
will frame the rest of the material in this course we’re first going to explore
what performance management is and then I’ll share some strategies you can use
with your employees performance management is the entire series of
practices policies and procedures that guide and support an employee successful
completion of their work ultimately you’re managing people and completing
work that’s necessary to your organization’s success all of this is
done within the structure of the performance management process you use
and I’m not just talking about the software or system you use for
completing annual reviews although that’s certainly part of it this means
that effective performance management includes and aligns many different
aspects such as the organization’s goals and objectives the organizational values
and culture job descriptions competencies assessment of employee
performance process for developing and motivating employees compensation like
salary and bonuses and making employment decisions such as promotion and
termination ideally all these elements should align to create a cohesive system
that’s clear to all involved and it should provide you the manager with
clear strategies and practices to use during your interactions with your
employees from one-on-one discussions to project meetings to formal annual
reviews no matter your organization’s size or industry today’s work
environment is dramatically different than it was a few years ago more work
straddles multiple departments or customer bases this in turn requires
more collaboration which then necessitates better communication and
more employees are now working remotely or with colleagues and other states or
countries because of the changing nature of today’s business environment many
organizations are realizing the need to revise their performance management
systems so you’ll likely experience a range of models and systems over the
course of your career as a manager you’ll need to utilize the current
system in place at your organization but I think it’s always a good idea for you
to stay informed about best practices and performance management because it
can guide how you implement your system or even how you advocate for
needed change some of my favorite sources of information are the Human
Resources Leadership Council the Society for Human Resource Management Harvard
Business Review and Burson by Deloitte to be an effective manager I recommend
that you use the following strategies first become informed about your
organization’s process for performance management and do so as early as you can
if they offer training attend it right away many managers wait until they must
complete an annual review but that’s actually 12 months too late
performance management is something you should be doing every week with all of
your employees if they don’t offer a training or if you still have questions
make an appointment with the appropriate person in HR ultimately the performance
process offers legal protection to both employees and the organization the
manager is the person responsible for implementing it appropriately and
accurately no pressure or anything second create your own method for
organizing key information consider how you’ll track and measure each employees
progress throughout the year perhaps design your own forum for one-on-one
meetings or agendas for team meetings that helps you align the day-to-day work
with performance management be sure to explore the features that an online
system might offer you or other online tools that can help you third be
transparent with your employees share with them all you can about the process
discuss how and when their performance will be assessed how you’ll support them
in being successful and how it relates to compensation and career opportunities
no employees should ever be surprised during their annual review I recommend
doing this in a group setting so that everyone hears the same thing at the
same time it not only saves you from repeating yourself it also helps the
team know that they’re all held to the same process and standards in the rest
of this chapter we’re going to look at more parts of the performance management
process and how you can use various tools to maximize your success as a
manager true or false your role is someone’s
manager starts their first day of work actually it’s false it begins the minute
you post a position for hire the part that says reports – identifies you as
their supervisor and the person who’s responsible for the performance
management process the Job Description outlines important aspects of their
duties and responsibilities and usually includes other key elements of the
performance process such as expected quotations and compensation and it’s
likely that you’ll ultimately participate in interviewing the top
candidates assessing their skills and abilities which will lead to a hiring
decision and a formal offer of employment hiring and onboarding your
employees is the beginning of your professional relationship and you want
to start off strong let’s look at how first make sure you use best practices
and hiring ultimately you want to hire the right person for the job
someone who has the skills to be successful and will grow from the
opportunity the hiring process should be designed to help you assess key aspects
of each candidate’s competence as well as how they’ll contribute to the daily
work environment of your team second follow established procedures and
practices if you have an HR department they’ll like the guide and oversee some
aspects of the hiring process so be sure you attend any training available to you
employee laws have gotten very complex over the years and your colleagues in HR
work hard to help you and other managers be successful but you have to listen to
their guidance one inappropriate question during an interview like are
you married not only opens your organization up to a lawsuit but it can
often cost you a good candidate who might question your competency since you
didn’t know better third put in the time and energy to lead a great hiring
process hiring is a two-way street you’re evaluating the candidate but the
candidate is also seeing if they want to work for your organization
and specifically you take this process seriously I know that you might be busy
but don’t make the mistakes that many managers do which is to treat interviews
as an interruption in their day schedule time to review applications create
thoughtful questions and assess the candidates make sure you come to the
meeting with an attitude of respect and openness after all first
impressions matter on both sides of the desk the hiring process takes time and
energy but consider it an investment in building a great team the more care and
thought you put into the hiring process the more it will pay off down the road
in productive employees and collaborative teams now let’s turn our focus to onboarding
this is the new employees formal introduction and orientation to your
organization and your team it’s the process of getting new hires adjusted to
the performance and social aspects of their jobs quickly and smoothly the
benefits of onboarding include increased job satisfaction increased performance
and decrease turnover onboarding can occur through a range of tools including
online and paper documents such as websites and handbooks videos and
in-person meetings onboarding can range from a couple of hours to a couple of
weeks or even months depending on the needs of your organization and the
complexity of various roles again there are best practices in onboarding first
employees should be on-boarded to three connected but distinct things the
organization the department and their job you’ll want to make sure you address
all three another best practice is to focus on boarding on what is known as
the four C’s compliance which are the laws and policies that must be adhered
to clarification about job duties and expectations culture which includes the
stated and assumed values goals and norms of the organization and connection
which are the interpersonal relationships and networks vital to
their success by using these best practices and onboarding you’ll not only
be setting up your employees for success but also begin building a positive work
relationship between you a vital part of any performance
management process is setting goals and tracking progress towards accomplishing
them let’s first talk about choices you have with a performance management
system one best practice and performance management is to have the system
organized around cascading goals at the top they begin with the organization’s
goals or objectives and then waterfall down to the department goals followed by
team and employee goals this allows each person’s individual task performance and
each team’s performance to be measured against how it contributes to the
organization’s success another option is to have two tracks one that focuses on
task performance and one that focuses on career or professional development tasks
performance is about the actions behaviors and competencies needed to
complete the task goal set for the year these are directly tied to the employees
current position and job description and they’re not just to-do lists either they
can include key people skills like communication and collaboration as well
as other competencies needed to do their job effectively these discussions hi
directly to the annual review process career and professional development is
about helping the employee move up to other positions or opportunities in the
future this may include preparing the person for management roles or helping
them develop new skills that position them for parallel careers one of the key
ways to motivate and engage your people is to support their professional
development many organizations build these discussions into the performance
process although they’re separated from the annual review process and
compensation decisions no matter how your performance management process is
organized you’ll use goal-setting as a way to focus and direct actions and
behaviors let’s look at some strategies you can use as a manager to help your
employees with goal-setting first I recommend using the SMART goal
technique where each goal has the following five qualities its specific
meaning that you get clear about the details of who what where and how its
measureable meaning that there’s a clear way to see progress
it’s action-oriented meaning that the employee has the ability to do something
as opposed to it being in someone else’s hands
it’s realistic meaning that it can be accomplished with the time and resources
available and finally it’s timely meaning that it has a clearly stated
deadline possibly with smaller milestones leading up to that deadline
using the smart gold technique will help you and your employee clearly identify
measurable behaviors that will make it so much easier for you to track progress
you can also break the larger goal into smaller steps aplomb the smart technique
to each one this allows you to take a larger goal and see how it should move
along over weeks or even months second Institute quarterly progress
checks one of the mistakes that managers and employees often make is to set goals
at the beginning of the year and only assess them when it’s time to do the
annual review this not only makes the review process difficult as you wade
back through 12 months it also eliminates the opportunity to make
course corrections if you use the SMART goal technique you should be able to map
goals across time shorter milestones should build to the completion of the
goal when you check in every quarter it gives you and the employee the
opportunity to see which goals are on track and which may be falling behind
then you can strategize solutions for getting back on track
before it’s too late to fix it third when progress stalls identify and remove
the obstacles it’s very likely that progress was stall for each of your
employees in some way when that happens it’s important to take a closer look at
what’s happening because if it won’t do much good if you set a new deadline
without addressing the source of the roadblock for example if your employee
has too much on their plate or competing priorities just putting this goal back
on their plate will likely lead to another missed milestone down the road
or perhaps the employee needs something to accomplish the goal such as
information or authority or training you need to provide it if you want to see
progress or it could even be emotional in nature when people procrastinate it’s
often because there’s something about the task that’s not compelling or
motivating you may need to help your employees or what’s underneath their
resistance so you can address it as a manager you’ll often find that
supporting your employees in achieving their goals
awesome choirs some coaching skills on your part I certainly have we’re going
to cover that in the next video in the meantime can
how you can utilize these strategies to help your employee set and achieve both
their performance and professional development goals as a manager I have found that coaching
is one of my primary tools for helping employees be at their best however
there’s a lot of confusion about what employee coaching is and how it works
that’s because there’s actually different styles of coaching and
different types of coaching conversations that you can use in a
professional setting so let’s clear that up coaching has evolved from two
important but very different fields and this essentially creates two primary
styles of coaching the first is skill coaching where the coaches expertise is
in the skill and they teach that skill to another person this mode evolved from
athletic coaching where the coach is someone who has extensive experience
with a skill say baseball or swimming and then coaches another on how to
improve that skill it’s a model based on teaching observation and offering advice
tips and strategies it’s intentionally directive and it’s what we naturally
default to as managers the benefits of skill coaching is that it’s often faster
and easier to direct people and it offers the manager a lot of control
about how work is completed the second style is clarity coaching the coach’s
expertise is in the clarity process and they facilitate the other person and
accessing their own answers this mode evolved from the field of life coaching
where the coach is trained in formal coaching skills the coach facilitates
the other person and becoming clear about an issue and uses powerful
questions to help them tap into their own knowledge and expertise the coach
then supports the person’s progress with action plans and accountability this
style is intentionally non-directive and the coach must be well-versed in the
techniques of clarity coaching there are three primary benefits of clarity
coaching one it’s a process that’s proven to motivate and engage employees
to behavior change is more likely to stick when they arrive at it on their
own because they become more invested and accountable and three over time you
build employee confidence because they’re more likely to initiate solving
their own problems in the future obviously these two styles can be at
odds with each other yet both are very powerful tools for employ coaching it
becomes a question of which to use when generally you want to use skill coaching
with new employees who need a lot of agents or employees who are new to a
complex task but as your employees grow and develop you’ll want to shift more
and more often to clarity coaching now let’s look at the four types of coaching
conversations people can have in a professional setting the first is
problem solving this is when the employees have hit a roadblock with a
project or situation and they need help thinking through the issue and possible
solutions second is performance this is used when employees need to improve or
develop a professional skill to do their current job well
third is development this is used with a high-performing employee and is about
preparing them for the next level of skill or responsibility finally there’s
Career Planning this is used to help an employee identify their long-term career
goals and plan for achieving them as a manager you should be having all four
types of conversations with your employees in all of these conversations
skill coaching might take less time but if you want to build the competence and
motivation of your employees you need to be using clarity coaching more and more
of the time like any skill clarity coaching will get easier if you keep
practicing it I’m a big fan of creating a coaching culture in an organization
many studies have been done on the benefits with the return on investment
paying off in increased productivity employee engagement and the
effectiveness of leaders you’ll find that employees are most happy with and
loyal to managers who use clarity coaching because they feel valued heard
and empowered so develop your skills today and start reaping the many
benefits that coaching your employees will bring giving performance feedback can be an
entire course on its own ideally your organization’s performance management
process clearly outlines how performance issues are handled if so then you would
implement that process as instructed obviously there are legal implications
for performance discussions so I strongly encourage you to consult with
your HR and legal professionals they’re there to help you navigate these
situations successfully so take advantage of their guidance performance
problems very rarely just develop overnight they usually build from small
situations part of your role as a manager is to address issues early so
that they don’t become a problem let’s look at how you do that
first start off with clarity at the moment someone becomes your direct
report you should have a discussion about these key items the main elements
of their performance this would be an overview of their job duties how you’ll
measure that performance talk about what data or markers you’ll use to measure
their success and at what intervals how and when you’ll communicate both praise
and problems this might include formal reviews and
informal meetings and the performance improvement process discuss how and when
an employee will learn that they need to improve and how long they’ll have to do
so if employees are out we’ll talk about what that means – honestly if every
manager had this conversation with their employees you let go a long way to
solving things second honor the plan you have to meet the standard you create as
the manager it’s your responsibility to drive the process for performance
feedback and reviews so provide feedback when you said you would using the
measures of progress that you are already outlined third address concerns
immediately if you’re even wondering a little about an employee’s performance
it’s time to speak up it’s far better to address things early because that’s when
you have the greatest chance to make things change
since you’re addressing things early you’ll use language like lately I’ve
noticed that or I’m wondering if we’ve had a miscommunication because you don’t
want to make any assumptions about your employees behavior but you do want to
bring up your questions and concerns ask them for their perspective – you may
discover something important like the need for some training or even a lack of
clarity on your part your goal here is to help them improve they meaning some
coaching or more direct guidance from you to get going in the right direction
be sure you wrap up with a clear understanding of what needs to change
and by when you really want to ground the conversation with a clear action
plan you cannot be too specific about what actions or behaviors you need to
see occur and when you expect them to be done and of course it’s always a good
idea to keep a file with your notes fourth stay on top of issues until
they’re resolved the employee will either respond to your feedback or they
won’t the vast majority will get things back
on track if they course-correct quickly be sure you acknowledge their efforts
that’s a really important part of the process but for a handful they’ll still
be going astray at this point have another meeting to discuss your new
observations and you’re concerned that they did not make the grade upon changes
the tone of this meeting should be more serious arrive at a new agreement with
clear goals and timelines if they shift praise their efforts sometimes issues
continue to arise when that happens clearly mark that they’re moving into
problem territory the biggest mistake that managers make is assuming that
their employee knows when they’re in trouble it doesn’t matter how many times
you’ve talked with them they won’t know until you say the words something like
this is becoming a problem you need to address this or you’ll experience the
following consequences and then spell those out tell them if it’s going to
affect their performance review rays or ability to stay with the company it’s
better to shock them into action with firmness then wait too long when they
can’t recover if you’re clear and strong you’ll know for sure that you gave them
every opportunity to fix it in the case that they don’t you’ll be more at peace
if you have to let them go also when things move into problem
territory get support work with someone in HR to ensure that you’re taking all
of the appropriate actions there are often very specific stipulations you
need to meet in terms of communication and documentation ultimately the goal of
giving performance feedback is to help people be their best it’s part of
maximizing their potential and guiding their professional development your job
is to give them clear information and the opportunity to do their best the
rest is up to them letting people go is one of the hardest
parts of being manager in all my years of professional work I don’t know anyone
who’s ever enjoyed the process but making tough decisions is part of your
role as a manager so at some point in your career you’ll have to do this let’s
make sure you’re prepared the first thing to know is that ending someone’s
employment can take a few different forms each has its own complexities and
is governed by different rules policies and even laws there are also different
employee statuses that affect the process to an employee’s exempt status
or membership in a represented labour group all play a role as do local state
and federal laws sound confusing it is this is why your first strategy is
always to involve HR and legal professionals early I cannot emphasize
this enough there are often very specific requirements around
documentation and communication with your word choices and actions having a
greater impact than you may realize so always seek guidance and support as
early in the process as possible let’s talk about different types of ending
employment which you’ll also hear referred to as terminations or work
separations the first general type of termination is voluntary the person
leaves of their own will so this really doesn’t involve you letting them go but
as a manager there’s still policies and procedures that govern voluntary
termination such as their resignation or retirement from the position in addition
to ending their employment status there are other ramifications for benefits the
transfer files and records etc there’s also something called termination by
mutual agreement this includes things like the ending of a contract employees
agreement forced resignation and job abandonment the second general type of
termination is involuntary the person is not choosing to leave but the
termination is forced upon them again that can be many different reasons some
common examples include layoffs where positions are eliminated in order to
reduce the size of the workforce this is also known as termination without
prejudice because it was not a function of the employees performance in this
case employees are eligible to be rehired in the future being fired is
where the employee is being let go for a specific reason usually related to
performance or some egregious violation of
or legal policies this is also known as termination with prejudice or
termination for cause and the person is not eligible for rehire and then you
have situations where the employee was wrongfully terminated because the
manager and/or the organization violated laws or policies governing work
separation these can often lead to expensive lawsuits finally the third
type of termination is due to death obviously this doesn’t neatly fit in
either of the previous categories so legally it has its own and is governed
by laws policies and procedures that involve the survivors and beneficiaries
of the deceased employee if you’re feeling overwhelmed at this point it’s
normal I do to labor laws are complex and also ever-changing as a manager
you’re not expected to know and remember all the details but you are expected to
know that terminating employees has important and legal ramifications for
both the interests of the employee and the organization you’re in the middle
and that’s why you don’t want to take any action without the guidance and
support of HR and legal professionals luckily they’re well versed in all the
current information it can not only guide you but may actually lead and
conduct aspects of the process as well ultimately when an employee is
terminated you will be involved in some way often there’s a face-to-face meeting
that occurs that you will at least participate in if not lead while it may
be challenging you can prepare yourself by taking these simple steps first be
prepared review the process and be clear about what you need to do and say take
notes and ask questions it’s your responsibility to make sure that you
know what you’re doing second practice role-playing the conversation can be
really helpful and making you more confident for the meeting oftentimes the
folks in HR can help you do this be sure to roleplay the situations that worry
you to like the other person crying or becoming hostile you want to know that
you can handle anything third connect with your compassion
sometimes all the formality of this process can make us feel like we can’t
be compassionate you probably really care about your employee even if they
have been difficult it’s normal that you may feel sadness or regret that things
didn’t work out better and you may even worry about this
person’s future and wish the best for them it’s true that you may or may not
be able to say certain things but you can still arrive at the meeting with
compassion in your heart and the commitment to treat them with care and
respect remember people thrive in different
environments we all know folks who’ve been fired to come on and find the right
fit somewhere else ultimately letting people go is never
easy but it is your role as a manager to make the process go as smoothly as
possible for the employee and the organization in today’s collaborative work
environments more and more work is being done in teams as a result an important
aspect of performance management includes team performance ultimately you
need to find a way to assess and measure how collaborative work reflects on each
individual employees performance as well as the group as a whole a team is
different from a group of individuals who may form a department or a
cross-functional group specifically to be a team the group must have the
following four qualities number one a common purpose this would be the clear
goal there to achieve number two their efforts must be interdependent otherwise
it’s just coordinated efforts of individual contributors and that’s not a
team number three they must share accountability everyone is held
responsible for the group success or failure and number four the members must
believe that the outcome will be better working together than alone managing a
high-performing team takes effort so plan to spend some time energy on
implementing these strategies this will also help you address the most common
reasons teams fail which are unclear purpose or goals lack of clear plan or
commitment to the plan inability to deal with conflict lack of shared
accountability for results insufficient resources and lack of trust you so you’ve been promoted to manager
congratulations this is a great opportunity and if you’re like most
people you’re simultaneously excited and nervous I know I was we’ve all
experienced bad bosses and I’m sure you want to do a good job and be someone
your employees trust and respect in fact that should be your goal to build a
relationship with them based on trust and respect in this chapter we’ll cover
ways you can do that but first let’s talk about how you transition from being
a peer to a manager if you’re coming in from the outside and haven’t worked
alongside your reports it can be easier because you don’t have a previous
relationship with them you come into a role of authority while they don’t know
you they also don’t have any preconceived notions about you however
you’ll have more work to do to help them get to know you and trust you
if you’ve been promoted to supervise your colleagues they do know you which
means they have some beliefs about who you are and how you’ll manage these may
or may not be accurate so you may need to overcome not only their assumptions
but your own whether you’re promoted from within or hired from the outside
the following strategy should guide your actions the first few weeks and months
first how patience with their nervousness
you probably remember having a new boss yourself because we’ve all lived with
poor managers people are somewhat anxious to see what kind of manager
you’re going to be this means that they’ll simultaneously be putting on
their best behavior for you and also guarded about what they share with you
they’ll also be trying to bend your ear about their priorities and concerns
that’s good you want to learn all you can so listen just don’t promise
anything early on until you’ve really had time to assess everything this is a
great time to focus on getting to know your people your second strategy one of
the best things any new manager can do is to make a point of meeting with each
of your people to learn more about them here are some key questions to ask tell
me about your role I’d like to hear your perspective on what your priorities are
and the challenges that you face how can I support you and being successful how
do you like to be supervised and what motivates and engages you at work and by
thanking them for the information at this point don’t make any promises about
what Miller won’t do it’s too early to commit
to anything I also think it’s a good idea to meet with your colleagues and
other departments and also those above you ask them the first two questions
you’ll learn a lot this is all part of the third strategy which is to take time
and gather information this is certainly important if you’re new to the
organization but it’s even more so if you’re already working there and here’s
why as you move up you gain a whole new perspective about things you’ll be privy
to all kinds of information that you didn’t have before you’ll learn more
about the people above you the organization’s goals and challenges as
well as confidential information about the budget and personnel files trust me
when you move up it’s a whole new world so you want to take time to learn all
that you can before you make any big decisions or implement new ideas while
you may be brimming with them it’s in your best interest to slow down and
thoroughly explore the real lay of the land fourth be transparent with your
values and philosophy while you may be waiting to design and implement changes
you can use this time to share your values and management philosophy this is
how you start building trust and establishing your integrity your
employers are nervous and they want to need to know who you’re going to be
fifth take time to craft your overall strategy once you’ve gathered
information you want to think about how you can address and resolve some of the
challenges while also maximizing strengths and opportunities and this all
needs to work within the structures and resources you have by crafting your
overall plan it will help you map out how you’ll make changes over time in
addition it will be the North Star that will guide your decision-making in all
kinds of situations finally pace yourself I know you may be
chomping at the bit to get started but if you rush too quickly you may
accidentally damage the relationships you’re trying to build your
effectiveness as a manager is completely dependent on your ability to build
positive working relationships with people all over your organization so
focus on that first and the rest will follow establishing trust is an ongoing
practice something you do every day in your words and actions as a manager your
success is dependent on creating an environment where you’re seen as
trustworthy not only by your direct reports but also your supervisors and
your peers so how do you build trust let’s look at the key practices first
have integrity with your words and actions this means that you do what you
said you would you follow through meet deadlines and keep your promises this is
not occasionally but all the time in the rare instances where you cannot deliver
you take responsibility explain why and even apologize when appropriate second
share your values people have to know what you stand for in order to assess if
you have integrity or not study after study shows people assess
trustworthiness based on how well you live in alignment with your values they
can do this faster if they know what your values are interestingly they don’t
have to like or approve your values for you to establish trust third make
ethical choices ethics are another important aspect of integrity how they
differ is that each culture or society has its own laws and norms that
determine what’s considered ethical within that context acting ethically is
about being in alignment with the agreed-upon standards of that community
certainly the workplace has some agreed-upon standards like not
discriminating against people sometimes an industry has a code of ethics like
medicines Hippocratic oath of do no harm and many organizations have their own
code of ethics so they outline and shared values or specific policies and
practices forth sincerely listen to others when you
listen to others without judgment it makes it easier for them to open up in
the future you want to be a place where people can bring their honest concerns
needs priorities and hopes and know that you’ll listen this doesn’t mean that you
have to give them everything they want in fact you often won’t be able to but
if you listen and respond with respect you’ll build trust with every
conversation fifth be accountable for your actions part of managing is taking
risks and making decisions sometimes you’ll be successful and sometimes you
won’t if you blame others or make excuses you’ll damage trust and if
you take credit for other people’s work you harm trust too so be accountable for
your actions both good and bad admit your mistakes and be proud of your wins
6th be honest in your communication your word has to mean something this is not
only following through on promises but also that you can be honest about
anything sometimes honesty is hard it means that you offer realistic
assessments frank critiques and clear opinions that can be challenging if you
know the other person won’t like what you have to say or may be hurt by it but
Trust has also built on people knowing that you’ll be honest find ways to
communicate honestly and clearly but also with kindness and empathy it will
make it easier for them to hear what you have to say vii respond to feedback
you’ll be the recipient of feedback and how you handle it is part of building
trust if you get defensive or shoot the messenger
you’re gonna harm trust as a manager you have power in the relationship so you
need to intentionally seek feedback and then make changes
remember people leave a boss not a company before they leave they’ll try
once or twice to give you feedback if you don’t change they’ll start
disengaging as they get ready to leave so take feedback very seriously in fact
intentionally seek it out don’t just wait for people to bring you feedback or
complaints actively seek out their opinions both good and bad about how
things are going and reward honesty when someone has the courage to tell you
challenging news sincerely thank them they’ve actually shown you a great sign
of respect this is all part of making it safe to take risks the last and most
important practice one of the worst things that can happen in work setting
is if there’s a culture of fear when people are afraid they’re obviously not
in trust and even worse you’ve shut down the pathway to creativity and innovation
something that all organizations need to be successful as a manager you need to
create a culture where it’s safe to take risks be open to hearing feedback or
ideas that are different from yours also don’t allow your employees to treat each
other poorly and don’t tolerate behavior that undermines safety for anyone in the
organization be clear about how Harmons issues are handled people feel
safer if they trust that the process will be fair if you consistently focus
on building trusts you’ll be able to do so but the work doesn’t stop there while
it takes time to build trust it can be destroyed overnight one violation on
your part can undo months of hard work so make establishing trust one of your
top and ongoing priorities it should be built on a set of these practices that
you use every day as a manager you have a responsibility
to build others up obviously there’s a business case for doing so helping
others achieve their potential yields all kinds of measurable outcomes that
affect the bottom line like productivity innovation and customer satisfaction I
think it’s important to remember that building others up also reflects well on
you one sign that top executives look for is whose team is thriving and
excelling they know that this indicates a manager that has high potential for
future opportunities as a manager you want to intentionally motivate and
engage your team recent research has clearly demonstrated key factors that
inspire people let’s first look at motivation studies in psychology and
human potential show us that all humans are motivated by three driving forces in
ranking order first need for physical survival and safety this includes the
most basic necessities from air food and water to our more modern versions of
being able to buy a home afford health care and have job security when this
level is tended to we can focus more energy on the second level which is the
need to belong this includes our social needs of having friends and loved ones
and being able to spend quality time with them in addition this level
includes our sense of achievement and competence in professional settings when
this level is tended to we can then focus on the highest level which is the
need to achieve our full potential humans are drawn to becoming the best
they can be this not only includes personal excellence but also expressing
and appreciating creativity as well as making a difference in the lives of
others in fact compelling research has shown that when the other levels are met
humans are most motivated by having autonomy developing mastery and
contributing to a meaningful purpose now let’s look at engagement engagement is
the level of positive attachment employees feel toward their job and
organization which serves as profound motivator for productivity and growth
studies show that the top causes of employee disengagement are feeling
invisible because efforts are not measured or recognized the job or
workplace is not as expected there’s little to no feedback or coaching and
there’s no access to professional development they’re overworked and
stressed out and there’s lack of trust or confidence in the
senior leaders so engaging employees obviously involves tending to these
issues it’s not just a one-shot deal it’s how they’re treated on a daily
basis this includes hiring people into the right positions making sure job
descriptions match real work expectations providing training and
development and having a performance management process that accurately
measures contributions but the true spirit of engaging employees lives in
the relationships managers build with their people here are some specific
strategies to use for building culture of employee engagement through
individual relationships first get to know your people individually focus on
the whole person and not just their work life learn more about their strengths
skills and their styles for work communication conflict and leadership
learn more about who they are as people through your observations interactions
and discussions consider what you know about their values experiences needs and
priorities second use your one-on-one meetings to not only discuss performance
but aptly support their professional development plans make sure that their
interests and ultimate career goals are a regular part of your check-ins
regularly provide coaching and training to enhance their skills and keep an eye
out for relevant opportunities like being assigned to a project or committee
third use appreciative inquiry to bring out their best appreciative inquiry is
based on the idea that instead of focusing on our flaws or weaknesses you
want to focus on people’s strengths and successes to use appreciative inquiry
you ask a person or a team about their successes times when they’ve really
excelled at something or had a peak performance then you explore what set
that apart the goal is to find ways to translate that success to other
performances finally celebrate successes both large and small do this with
individuals and with the group people are most motivated when they’re moving
towards something and have a sense of their progress rather than having their
failings highlighted when employees feel respected empowered they can face
challenges with a collaborative spirit and positive attitude as a manager
consider how you can use these ideas to motivate and engage your people the
benefits to your organization are numerous to be successful as a manager you must
learn the art of delegating and it really is an art because when done right
to require some thoughtful analysis and intentional choices on your part
delegation is a very important interaction that lies at the
intersection of three things the delegator you the delegate the person
you’re handing a task to and the organization that the interaction is
housed within delegation is the process of asking another person to do a task
while still maintaining responsibility for that task it can range from giving
someone a simple everyday tasks to appointing someone as the leader of a
complex project appointments can be short term from minutes to a couple of
weeks or long term from a few weeks to months but delegation is not just about
handing off tasks it’s actually a great opportunity to further motivate and
engage your employees by creating opportunities for their professional
development as the manager you’re in the role of the delegator and you’re
instrumental in making the process go smoothly most people think that there’s
only one phase you ask the employee to do a task and they do it but actually
successful delegation is more complex than that and requires you to be savvy
with both project management as well as people’s skills when I consult with
organizations I teach my four phase model of delegation the four phases are
the evaluation handover support and debrief the phases are linear meaning
that you need to complete one before you go on to the next the first phase is
called evaluation in this phase you assess aspects of the organization your
workload and your employees this will help you determine what can and should
be delegated and whom various projects should be given the goal here is to
match up your employee strengths and opportunities for growth with a project
that will help them further develop unfortunately evaluation is the phase
that most managers skip because they feel pressed for time this can set up a
pattern where managers try to do too many things themselves and then when the
workload gets to be too much dump tasks on others at the last minute this not
only affects the success of the tasks being done well but can also harm the
relationship between the manager and employees so take the time to do this
phase because it will set you and your team up for success the second phase
called the hand over in this phase the focus is to communicate clear
expectations about the goals of the tasks resources that will be provided
and the timeline you also determine how much autonomy you’re going to give them
a crucial part of this phase is determining and communicating how much
freedom you’re assigning did you know that there’s actually eight levels of
autonomy these levels cover who gathers the information who makes the decision
and who takes the action by far and away the biggest source of problems in
delegation is lack of clarity about which level of autonomy is being given
the third phase is called support in this phase you deliver any resources or
support promised in Phase two this includes granting access to Authority
providing resources and coaching your employee is needed delivering what you
promised builds trust and respect with your employees and again contributes to
the successful completion of the task during the support phase you also
monitor the progress of the employee and the ways you agreed upon during the
handover the final phase in the delegation process is called the debrief
this phase occurs once the task is completed thus ending the delegation you
and the employee meet to discuss the outcome of the task as well as the
process of delegation you discuss things like what issues arose lessons learned
and ideas for improving for the future as you delegate more proficiently your
team will become more effective and efficient in completing tasks you also
gain the benefit of moving some things off your plate which frees you up to
focus time and energy on the projects that require your knowledge and
experience micromanagement is actually what happens
when delegation goes badly and it’s usually due to one of three causes the
first cause is an incomplete evaluation as I mentioned earlier the evaluation
phase is the phase that most people skip because they’re often delegating under
pressure they’re in a hurry to offload something during a stressful time and
that never ends well the second cause is lack of clarity about the level of
autonomy when an employee feels micromanaged it’s because they thought
they were getting a higher level of autonomy than they are it’s the managers
responsibility to make the level clear when you communicate a level you’re
giving to the delegate you eliminate any confusion or mistaken assumptions that
either of you may have had over time as employees are successful you should be
granting higher levels of autonomy this demonstrates you trust your employees
which will contribute to their motivation and engagement the third
cause of micromanagement is the manager violating the agreed one level of
autonomy when it’s unnecessary it will feel like micromanagement to the
delegate in other words the delegate was capable of completing the task
successfully but the manager stepped in this not only frustrates the delegate
but shortchange is there opportunity to learn and grow sometimes it’s not even
conscious the manager truly believes that they’re just helping out and
doesn’t see the bigger ramifications of what’s happening most often when
managers violate the agree upon level of autonomy it’s related to the managers
discomfort with letting go while the manager may have had good
intentions to honor the level of autonomy they’re not able to control
their personal reaction to the letting go process there are a few common
sources that I want to highlight for you see if any of these are concerns that
you struggle with number one thinking that it’s easier or faster to do it
yourself this one is tricky because it usually is easier or faster
to do it yourself you may be tempted to take over the task and just get it done
but remember a large part of being a good manager is about developing your
people you need to give them the opportunity to learn which takes time
the second cause is worrying that your staff are already overburdened and
cannot take on anything more I’ve struggled with this myself but it has
helped to remember that employees are most satisfied and motivated when they
get opportunities to grow with them and brainstorm together about
how to shift things around or even eliminate unnecessary tasks to make room
for new opportunities the third reason people struggle with micromanagement is
fear of losing control or importance delegation involves the loss of direct
control and this may cause some managers great discomfort this is the great thing
about delegation it pushes everyone to grow a little even you remember you can
build in progress checks and coaching discussions to create a safety net that
allows you to keep an eye on things this also allows your employee space to
develop new skills I also find it helpful to remember that there are many
paths to an outcome if you know your employee can produce the work be more
flexible with how they get there so try these strategies to help you overcome
the temptation of micromanagement if you find that you continue to struggle with
letting go don’t hesitate to seek the support of a career coach or personal
counselor part of how you’re assessed as a manager is how your team grows and
develops so with investment in your career as well remember that the growth
of your team depends on your ability to let them try how do you feel about conflict it’s
interesting but a lot of people think that conflict is a bad thing something
to be avoided or de-escalated as quickly as possible but conflict is actually a
natural byproduct of both group development and diversity much of
conflict is healthy and contributes to the growth of the individual and the
organization as a manager you’ll find that dealing with conflict is a normal
part of your responsibilities one model that’s very helpful to know is Tuckman’s
five stages of group development Tuchman did research on groups and his
findings have stood the test of time this model is still taught in today’s
business schools the first stage is called forming this is the time when the
members are introduced to the group and they get acquainted the second stage is
called storming because it’s when conflict arises the group is sorting out
their differences as they try to organize their goals and ideas the third
stage is called norming and this is when group cohesion gets established members
find effective ways to share ideas and the Justins performing is the fourth
stage and the group achieves interdependence members are
self-directed and productive groups can hang out in this fourth stage for quite
a while but eventually they move into the last stage a journey this is when
the project or group is wrapped up members finish up the task organize
reports and documents and they celebrate their successes as the manager you need
to expect conflict and be comfortable handling it the goal is to know the
difference between healthy conflict and toxic conflict that can do harm you can
identify toxic conflict by the following people openly use insulting or demeaning
words and actions like name-calling shaming and smearing or people sabotage
or undermine the efforts of another usually behind their back both of these
methods are destructive they not only kill trust but they also undermine the
efforts and goals of the group and organization you should have a
zero-tolerance policy for these kinds of conflict behaviors however toxic
conflict is actually rare and only shows up when people cannot resolve their
differences through more open and healthy means to this end you want to
create an environment where healthy conflict can be embraced here’s some
great questions to ask can you identify what the source of conflict is for you
what are your needs concerns and goals in this situation are there any hidden
agendas vested interests or emotional attachments at play how would you
summarize the other person’s perspective where are your places of agreement and
can you build on those and identify some possible solutions that would close the
gap between your differences remember the goal is not to prevent conflict but
embrace it as a way to help your group grow and thrive so let’s talk about meetings it’s
important to remember that meetings are still part of the bigger picture of how
you manage people projects and performance so they should align with
your philosophy and style of Management consider meetings as the time and place
where you motivate and engage people with opportunities for autonomy mastery
and purpose let’s get into some specific considerations and strategies for
leading productive meetings I call these the four PS of great meetings first get
clear about the purpose it’s important to know what you hope to achieve by
getting clear on the outcome you’ll avoid scheduling unnecessary meetings
meetings take a lot of forms from one-on-one discussions to team project
meetings to presentations for large groups of people the forum should always
support the purpose consider these questions to help you get clear about
the purpose is this session interactive or involve one-way communication is the
goal to disseminate information to a group of people or have people share
information with each other do you need to work together to identify the source
of a problem and brainstorm solutions will you be engaging in decision-making
and do you need to gain commitment for a course of action next choose the people
obviously invite the people that need to be there to accomplish the purpose not
everyone needs to be in every meeting so be thoughtful about who you invite in
order to prepare you’ll want to think about these issues will the participants
know each other what are their personalities are they likely to be
competitive or collaborative what will distract them and what will they need to
know in order to fully participate third prepare for the meeting as the person
who called the meeting you’re responsible for getting everything ready
this includes several pieces pick the best day time and place that’s most
conducive to accomplishing your goal next create an agenda it allows you to
outline what the meeting will cover and how information will flow it’s best to
use action verbs like a proof and decide if people will be leading or speaking at
various parts of the agenda indicate their names and if you’re worried about
staying on time you can even indicate how many minutes are allotted if your
meeting is part of an ongoing series build in a small portion of time to
discuss past items and future items but leave the majority of
time for the current issues at hand also it’s a good idea to think about the
workload of the meeting open the meeting with something light to get everyone
settled and warmed up then get into the heavy lifting of the meeting where you
accomplish the bigger tasks and end with a wrap-up distribute your agenda to
people in advance allowing ample time if they need to prepare something the
fourth P is designed a process for facilitating the meeting it should align
with the outcome you hope to achieve and the needs of the participants you’ve
invited for some of you your meetings will be governed by Robert’s Rules of
Order a formal system often used in government or board meetings but if not
here are some general guidelines to consider start and end on time this
shows that you respect the participants begin the meeting by reviewing the
agenda and doing introductions if people don’t know each other use some tools to
keep the discussion on track one option is called the bounce-back if people go
off topic acknowledge it and say that’s a great topic for us to address at
another time but let’s refocus on the current discussion some people like to
use the parking lot where you place topics and suggestions that you want to
visit later you may also use the talking clock where you say things like Lisa
will give her report in the next three minutes or we have two minutes left to
discuss this agenda item if you have decisions to make
consider how you’ll vote on them will you use majority wins weighted scoring
and will votes be public or private the most important part of your role is to
foster constructive group participation consider how you can get people engaged
in the process ask open-ended questions like the ones from the clarity coaching
model we discussed in an earlier video throughout the meeting summarize main
points and identify action steps of who will do what and by when conclude the
meeting by having a closing round for comments and follow-up by sending out
notes or minutes directly to members we’re posting online in an appropriate
place meetings are a necessary part of the work world but by using the 4ps
purpose people preparation and process you can create meetings that are both
productive and engaging let’s take a look at some of the key
traits of each generation generational dynamics play out everyday and as a
manager it will serve you to no more a generation is a society-wide peer group
who collectively possessed shared values attitudes world views and even behaviors
generations are shaped by a series of forces like family life education media
and world events generations occur in every country and culture but are unique
to that cultural context let me issue a warning about generational research it’s
broad brush strokes about a group of people but not necessarily true about
each individual in that generation I want you to take this all with a very
large grain of salt ultimately managing the generations is really a continuation
of our earlier conversations you want to find ways to motivate and engage your
people in meaningful ways to do this use the following strategies first
understand and appreciate generational differences and strengths second focus
on engaging each individual while knowing trends can be helpful it can
also lead to inaccurate assumptions get to know your people and what matters to
them third be flexible generation is only one aspect of your people’s
identities their values cultures and life experiences also play key roles
there’s no one way of managing that works in every setting so embrace all
that diversity brings forth tend to natural tensions as you learn about
generational differences you can see where conflict may arise this will help
you know how and when to smooth out potential miscommunications or
misunderstandings finally harness and maximize strengths by providing training
and coaching if you focus on helping each person maximize their potential
you’ll naturally bring out the best in everyone also consider how you can
create mentoring partnerships so that your people use their own strengths to
help each other grow managing Millennials is a hot topic in
today’s organizations Millennials are the largest generation and as they move
through their life they’re changing all of the major institutions a lot of
research has been done on Millennials more than any previous generation this
is both a good thing and a bad thing all of this attention has certainly helped
us learn more about the different generations which is useful as we shift
to models of management based on engaging and motivating people but it
also brings a false sense of attention to natural workplace dynamics for
example is it a millennial thing to want work flexibility or is that more a
function of chronological age and life stage and sure Millennials have been
shaped by technology in the internet but is that really much different than when
the phone replaced letter writing or cars replaced horses today
Millennials make up 25% of the workplace and this will continue to expand the
front edge you’re approaching mid-career while the back end of the cohort is
entering high school however Millennials are known for many positive traits
including their optimism the ability to multitask and their focus on achieving
goals they were raised on technology and can easily learn new devices and social
media outlets because of the power of the Internet they have a global
worldview a commitment to equality they also care deeply about making a
difference in serving their communities we will also see more and more
Millennials step into leadership roles in fact they’re already there
Millennials hold 1/4 to 1/2 of managerial positions in the US and many
have become entrepreneurs there are a few famous Millennials who are CEOs of
today’s most successful companies Millennials differ in their leadership
style from boomers and Gen Xers Millennials set broad and challenging
targets related to a meaningful purpose they prefer flat reporting structures
and allow a lot of individual freedom they build workplaces that are creative
and inclusive and they actively engage and motivate their people to maximize
the contributions that Millennials can make to your organization consider using
the following strategies first focus on how they can make a difference make sure
you communicate the meaningful purpose your organization serves and how their
role contributes to its success second teen Millennials up with other bright
creative people this transcends age Millennials love working collaboratively
and excel in cross functional relationships they also enjoy being
mentored third give Millennials opportunities to visualize the role they
could play they’re motivated by having a sense of their potential career path so
you can engage them through professional development opportunities fourth harness
their focus on goal achievement they thrive in outcome based environments
where they can set clear goals and measure progress finally have
Millennials mentor others on technology social media and diversity they really
shine in these areas and can help everyone on your team if you make the
right management choices Millennials will help you maximize a wide range of
opportunities that will benefit your organization when you hear the phrase managing up
what do you think of it probably depends on your manager if you have a competent
boss who’s a good leader you probably see managing up as a positive way to
align with them so that you both achieve more and if you’re under a boss who has
some professional or personal dysfunction you probably see managing up
is trying to minimize the impact that dysfunction has on you no matter which
situation you’re in here are some strategies you can use to work the most
effectively with your manager the first strategy is to gather information you
already have a lot of information about your manager that will guide your
choices and actions think over the past few months and the different kinds of
interactions you’ve had with your boss like one-on-one meetings and
conversations department or team meetings emails and phone calls and
documents such as reports and presentations next use this information
to determine your managers priorities how do they communicate their priorities
through words and actions where do they focus their time and energy think about
the position they hold and how it relates to the organization’s success
what are their top five goals and how is their success being measured also look
at the org chart who does your boss report to what do you know about their
relationship is it positive and supportive or critical and demanding
make a list of the priorities and pressures your boss is likely dealing
with given the context and culture they work in see if you can identify their
fears and concerns all of this gives you the big picture of your boss’s work life
now let’s see how yours relates to theirs look over your own tasks and
priorities how does your work align with your boss’s priorities where and how can
you contribute to your boss achieving their goals and how might you be able to
support them by alleviating their fears and concerns you may not be able to
solve all these issues but you certainly don’t want to be making them worse
use their priorities to guide how you determine yours that way you won’t be
working at cross-purposes third match their communication style we all process
information differently but it’s imperative that you match your
communication style to your bosses you can learn about their style by reviewing
how they communicate with you and others some questions to consider how often do
they communicate and do they prefer written communication or face-to-face
conversations how does your boss make a decision do they follow a linear
step-by-step process focusing on what’s logical or do they take a more values
based approach that takes into account how people might feel what kind of data
does your boss prefer do they like data that’s verifiable facts and concrete
details or do they prefer data that’s conceptual and theoretical the goal here
is to match your bosses communication style and give them information that
matches their preferences for data and decision making also consider things
like how they communicate in one-on-one settings through email and at meetings
this is not likely to change so consider how you can ask questions or use
additional sources of information to give you what you need to be successful
in your work force consider how your boss Garner’s power garnering power is
how we navigate the often unpredictable landscapes of our work places all of us
garner power in some way some of us do it through building relationships based
on trust and respect others garner power by controlling the flow of information
or holding on to decision-making power your goal here is to make sure that
you’re not inadvertently threatening your bosses power fifth seek help if
you’re seriously concerned if you feel that your boss’s behavior is doing harm
to your organization you need to speak up it’s always a good idea to broach the
subject first with your boss expressing your concerns as clearly as you can if
they don’t respond then you may need to take further action this might include
talking with someone in HR or talking with your boss’s supervisor and many
organizations have a process for reporting concerns through a
whistleblower policy you may even be protected by government regulations
learn more whistleblowers gov your focus should be what is in the best interest
of your organization finally and most importantly be someone your boss can
count on ultimately to manage up effectively you need to establish trust
with your boss have integrity with your words and actions step up with solutions
not just problems and support their success and all that you do as you build
trust your boss will be more likely to seek your input and consider you for
other opportunities it will also create an
where they’re more likely to hear constructive feedback from you and
respect your needs and requests managing up takes time but in the long run it
will benefit not only your current professional role but your career as
well with today’s technology it’s likely that
you have employees working remotely nearly two-thirds of US companies give
employees workplace flexibility this can range from the colleague who works from
home a few days per year to the employee who permanently lives and works in
another geographic location you may even lead virtual teams with members spread
around the globe a lot of wonderful tools make this all possible
file-sharing and cloud-based tools make it easy for people to work on projects
and documents together without actually being together email instant messaging
and video calls have turned our phones and computers into high-powered
communication devices that can cross continents and time zones while all of
this leads to enhanced productivity it can also lead to some challenges for
today’s manager let’s explore some methods you can use for maximizing the
benefits while mitigating the risks set people up for success with the right
technology remote employees can only be successful if the technology works you
need to outfit your people with the right tools including internet access
computers or laptops and software make sure that they have what they need and
develop a schedule for keeping everything up to date measure work by
deliverables rather than activities since it will be harder for you to
observe people actually working you need to shift your focus to the results of
their efforts focus on outcomes or products this shift should be addressed
in your performance management process in terms of how goals are set and how
and when you measure success focus on communication and inclusion one of the
pitfalls of remote employees is they can miss a lot of the spontaneous
communication that occurs when people gather near the copier or coffee machine
encourage both the local and remote employees to use tools like instant
messaging and video calls to include people in the informal exchanges that
occur every day also consider how you can include your remote employees in the
culture of the organization whenever you have something for the local employees
see how you can create a mirror for your remote people you can certainly include
them in on-site trainings and events by making remote viewing possible but what
about the birthday celebration for a colleague consider bringing a laptop so
they can attend via video or what about the family day at the local zoo send
them tickets to the in their town help them create a healthy
work-life balance research has shown that remote employees tend to put in
more hours in their local peers this is both good and bad news it means that you
don’t have to worry about them goofing off but you do need to worry that
they’ll overwork which can lead to burnout discuss how they’ll monitor
their work time so they don’t overdo it and also have them create a dedicated
workspace so they keep work separate from their home life
our our home should be where we go and relax at the end of the workday not a
place that reminds us of work let’s turn our attention to virtual teams where you
have several employees working together from different locations this is also
known as dispersion and there are actually different types of dispersion
each type requires different kinds of guidance or support and some teams are
combinations of several types first you have people that are geographically
dispersed this can be as close as different buildings on a campus two
offices scattered around the world the amount of distance matters as far their
distances make it impossible to just pop by for a face-to-face discussion second
you have temporarily separated teams meaning that people are in different
time zones this often means that work can not occurred synchronously but is
always offset by several hours this can create challenges because all
communication is mediated through written words like email losing valuable
nonverbal cues another level of dispersion is inequality in the
configuration for example if you have four people in one location working with
two people in another this can start to create a clique if you will of the
people who work near each other because they share experiences communication and
even culture and of course you have cultural diversity people from different
regions countries cultures and languages may not produce or perceive work in the
same ways the behaviors that indicate trust and respect in one culture can be
offensive in another add to this the additional barriers of language and then
communication mediated through email and you have a situation that’s right for
misunderstandings and conflict the solution to all of these challenges is
communication and training as a manager you need to provide tools for
communication and even set standards for how and when it should be done dispersed
teams benefit from training on to work in a dispersed environment this
should include an opportunity for members to get to know each other and
build trust this goes a long way to mediating conflict when it does arise
also consider appointing someone as the facilitator of the group process this is
separate from the task they’re accomplishing together this person would
keep an eye on the issues we’ve discussed helping the group successfully
navigate the challenges as a manager be open to learning from your experiences
with remote employees and dispersed teams this will help you make
adjustments over time that will improve the experience for everyone involved you
being a manager means you manage a lot of things we’ve already covered all the
ways you’ll manage people and their performance now we’re going to look at
how you manage the business this includes making decisions overseeing
projects complying with key policies and regulations and also managing the budget
the first place we need to start is how you manage your time being a manager is
really a juggling act you must keep a lot of balls in the air at the same time
your first priority is having a method for managing your time so that you can
attend to each of the important things you oversee without exhausting yourself
or burning out I’d like to add the following tips first really focus on
what is true about you managing your time starts with you and how you and
only you interact with time this includes when you’re at your best for
certain types of tasks for example my mind is sharpest in the morning from 8
to noon that’s the best time for me to do activities that require a lot of
thinking like writing or designing training sessions another thing to
consider is how long you can focus without a break
and how long of a break you need before you’re fresh again there are no right
answers but there are the answers that are true for you second explore the
different components of time management people often think that time management
is just about clocks and calendars but it’s really about managing all the
things that take your time this means that you need to look at managing your
email scheduling your calendar and even files papers and notes third create a
system that supports how you really work once you know more about yourself choose
or design a system that supports you the only criteria is that it helps you be
more focused and effective finally and perhaps the most importantly learn how
to say no or at least not now a big part of managing your time
includes protecting it all the wonderful intentions and systems will go out the
door if you continue to pile things on you’re already full plate so one of your
key strategies is to control the flow of things that you take on this can be
especially challenging if you have a hard time disappointing people I
encourage you to create your own list and practice them out loud until you get
more comfortable saying them that way you’ll be ready when someone is Stan
in front of you with a request together all of these strategies will help you be
at your best so you can manage others with style and grace another part of your role as manager is
keeping track of projects both your own and your teams just like managing your
time you’ll want to establish a system for tracking the progress of your
projects because projects involve a lot of people use the strategies we’ve
covered in previous chapters about managing team performance addressing
conflict and having productive meetings again there are a lot of systems and
strategies you can choose from and you’ll want to find something that
supports how you work and meets the needs of your organization there are
some industry standards that may govern your choices such as the scrum model
used with software development and some organizations have invested in certain
procedures or systems thereby determining what you’ll be doing if
that’s the case you’ll want to get up to speed as quickly as you can and make
sure that your team has the training and support they need to use the system
effectively to ultimately project management relies heavily on your
ability to plan and organize work you’ll be orchestrating multiple activities and
establishing courses of action to ensure that work is completed efficiently
project management is also a group effort so you need to find a system that
will meet your team’s needs and that you can all use correctly and consistently
here are key things for you to consider first how are you tracking your projects
you’ll need to quickly and easily identify where any project stands this
includes timing and whether it’s on track to meet milestones and deadlines
second how will you assess the quality of work a project completed on time is
not really an accomplishment if the work is substandard
how can you assess the quality of work and make necessary adjustments third how
do you stay within budget I’ll cover managing budgets in an
upcoming video but part of project management is making sure that your
project is completed within its budget one of the tensions that many managers
face with project management is known as the quality triangle this essentially
states that the quality of a project is a function of three things one how big
the project is or its scope two how much time you have to complete the project
and three the budget you’ve been given or the costs of the project which
includes staffing also known as the triple constraint this triangle
illustrates that most organizations want their teams to produce stuff that is
good fast and the theory of the quality triangle is
that you can only get two of the three if you want it fast and good it will
cost more if you want it fast and cheap then the quality will not be as good or
if you want it cheap and good then it will take longer there’s an ongoing
discussion about the validity of this model between project managers and the
leaders of organizations you may find yourself in the middle of this
discussion so part of project management will require you to not only understand
these elements but communicate effectively about them and that brings
us to communication skills at the heart of project management is your ability to
communicate up and down the organization you’ll need to be able to accurately and
quickly share information to those above and below you often acting as a
translator and mediator as a result you need to become well-versed in speaking
and writing clearly you’ll also need system for tracking communication
knowing when information has been sent and received as well as identifying when
people are not on the same page take the time to learn and hone your project
management and communication skills this will not only set you up for success but
will set you apart from your peers another key aspect of managing the
business includes understanding your role in the budgetary process whether
you work for a small business or a large corporation learning to manage your
budget is a vital skill that you’ll want to master as early as possible and
here’s why if your team is successful in achieving
its goals but always goes over budget you create financial problems for your
organization but your career will thrive if you’re the manager who stays within
their budget and even looks for ways to reduce costs and drive efficiencies
managing the budget means that you authorize expenses in accordance with
the budget that was submitted and approved and you continually monitor the
amount of spending to ensure that you do not exceed the budget to successfully
manage your budget I recommend using the following strategies first be informed
about financial matters you want to learn about business budgets in general
in your organization in particular there’s some common terms and practices
that are widely used and then there are things that are specific to your
situation for example there are generally two types of budgets for
expenses or money that’s spent capital expenditures are any costs related to
the physical space like rent and electricity and equipment such as
copiers desks and computers these are generally items that are used for more
than a year and the operating budget are the expenses affiliated with the
day-to-day running of the organization such as payroll supplies travel and
professional development organizations also track income or revenue this is the
money that comes in through sales grants and other sources revenue is continually
analyzed comparing predicted income to what actually comes in and adjusting the
budget accordingly this means that in some organizations budgets are very
fluid and can be augmented or cut as the Year unfolds while others are firm and
don’t adjust at all once they’re set most organizations have an annual budget
that is broken down into quarters and then further into months and sometimes
weeks obviously you’ll want to know what is true for the budget you manage and
this is why it’s so important to understand the specifics of your budget
the second strategy you’ll want to ask questions like how much is the budget
what expenses have been predicted and what data was used to predict them is
the budget firm or will it be adjusted if so when and
and when do I submit my budget for next year third have a system for tracking
your budget this may already be set up and you just need to learn how to log in
and use the system but if you work at a smaller organization you may be working
from spreadsheets entering receipts as you go the most important thing is to
have a way to know where your budget stands on a month-to-month basis this
might be something that you maintain yourself or delegate to an employee just
remember that you are ultimately responsible for the budget so you still
need to review their work in case they’ve make a mistake believe me it
happens fourth adhere to the policies and procedures at your organization
generally the larger of the organization the more formal and complex the budget
process is there can be a range of approval processes forms to file and
supporting documents to submit in addition if your organization works with
any public funding there will be very specific stipulations about how money
can be spent for example entertainment and travel expenses often have an
elaborate pre-approval process that can take weeks or you may be required to
seek bids from several suppliers through a formal purchasing process when you
manage a budget it’s expected that you adhere to these policies and procedures
whether or not you’re provided training it’s assumed that you will seek out the
guidance you need to be in compliance which brings us to our fifth and perhaps
most important strategy actively seek out training opportunities your
organization might offer formal training on the budget process and if so you
definitely want to take advantage of that if not you can also support your
own success by asking your supervisor or a colleague in the finance department to
walk you through what you need to know there’s some great books on business
management and many community colleges also have business courses available to
the public managing the budget may seem daunting at
first but these strategies will help you become more comfortable and you’ll reap
a side benefit of being a better manager of your own personal funds at home it is vital that you know and understand
various laws and regulations that apply to employment as the manager you play a
very important role in protecting the rights of your employees and mitigating
risk for the organization over the years employment laws have gotten more and
more complex at both state and federal levels and they cover a wide range of
employment related topics including wages hours worked safety and health
standards health benefits retirement and non-discrimination based on a range of
identities such as race sexual orientation national origin and service
in the military and that’s just a few you’ve probably heard of some of the
laws like the Fair Labor Standards Act or the Family and Medical Leave Act but
what about the employing Retirement Income Security Act it governs employee
benefit plans or did you know that whistleblower laws are actually
administered by the Occupational Safety and Health Administration or OSHA and
protects seventeen different employment statuses if you want to blow your mind
just take a stroll through the Department of Labor’s website additional
laws and regulations fall under the Equal Employment Opportunity Commission
or EEOC for example laws governing the prevention of sexual harassment mandate
that employers must provide training and have a clear policy for processing
complaints and the Americans with Disabilities Act governs all kinds of
employment issues from recruiting to hiring through training and movement
through the organization if you’re feeling overwhelmed at this point your
normal it can all be very daunting luckily you’re not expected to know all
of this on your own you’ll be helped by your colleagues and Human Resources
depending on the size of your organization this may be one person or
it could be an entire department of professionals well often your HR team
will be internal employees companies also utilize contracted experts to
support HR processes either way you want to pay attention to any information you
receive from HR and also adhere to any request they make as soon as you can and
thank them too they actually work very hard to make sure that your organization
is not exposed to risks and that you’re not exposed to lawsuits yourself
throughout the year you’ll get many different requests from HR this is
because key legal cases continually affect
what compliance means and how and when it should occur there are stipulations
about how and when employees are notified and as the manager you play a
role in that sometimes HR will send you information
via email with an action for you to take that has a deadline sometimes you’ll be
required to attend mandatory training sessions and there’ll be lots of
stipulations around documentation like how you submit payroll or vacation
requests and how you document employee performance issues while these requests
may feel like they detract from your busy work schedule they’re actually some
of the most important work that you do so please take it seriously failure to
respond or act on your part can not only put the organization in jeopardy of
fines and lawsuits it can also affect your career as a manager you’re
responsible for making sure that you and your employees adhere to these various
policies and procedures so take the time to form a positive working relationship
with your colleagues in HR and be the manager they know they can count on every day you’ll be making business
decisions some of which can have major implications for your organization not
every day has make-it-or-break-it moments but collectively all of your
choices either contribute to or detract from the success of your people and the
organization this is actually the exciting part of Management you get to
have more responsibility and along with it comes more influence as well
decision-making is the ability to identify and analyze information draw
conclusions identify appropriate solutions and choose a course of action
it often requires you to take the initiative and also innovate new
possibilities and opportunities managers who make good business decisions often
have a few key things in common first they tend to be emotionally intelligent
emotional intelligence is how effectively we manage ourselves and our
relationships it’s comprised of 20 competencies including self-control
achievement Drive communication and managing conflict all skills that are
needed to make successful decisions second they actively develop their
business acumen all decisions are made within the context of the organization
so being able to accurately read and navigate the nuances of power and
politics are key to successful decisions business acumen is also knowing the
forces that shape your organization and industry including trends policies
technology and people third they actively seek opportunities
to provide leadership as you learned in the first chapter management and
leadership are two different skill sets while you can keep your focus on the
immediate demands of management good business decisions often require looking
forward finally managers who make good business decisions find the right
balance between caution and taking risks sometimes good decisions are all about
timing you want to take enough time to gather
good information and think through potential consequences but not so long
that you miss important opportunities unfortunately there’s no magic formula
for how to do this it’s a judgment call that’s completely in textual to your
organization in the situation at hand however if you develop the skills and
competencies we’ve covered in this video you’ll be armed with what you need to be
successful by taking your time to assess the situation and think through
potential consequences you’ll set yourself up for success and by
collaborating with others in your organ you can harness their wisdom and gain
their support Wow I told you management was a juggling
act between managing people their performance in the business you have a
lot to do but your organization has confidence in you otherwise they would
not have given you this responsibility management is tough something where you
learn on the job so take a deep breath roll up your sleeves and dive in as you
grow and learn as a manager you’ll get better at each of the skills we’ve
covered in this course since being a manager takes a lot of time and energy
let’s talk about my favorite strategies for keeping you at your best first it’s
important to find ways to pace yourself it takes time to develop your competency
as a manager and it won’t happen overnight review the assessment you
filled out and design a professional development plan if you focus on one new
skill per month you can accomplish a lot in a year second
take care of yourself so that you’re in good shape to manage others this means
both physically and emotionally third build a network of other managers
it can be really helpful if you have peers both inside and outside your
organization whom you can turn to for support
managing can be challenging and you need confidence I mean you can trust and you
can also share their experiences I also recommend that you have a mentor this
person should hold position you aspire to have someday and who’s willing to
provide advice and guidance finally remember that your people are the
ultimate reflection of your skills as a manager their successes are yours so
invest in motivating and engaging them and helping them reach their highest
potential this will not only help the organization achieve its goals but will
demonstrate that you’re ready for higher levels of opportunity you’ve already
done a lot of great work by watching this course and using these practices so
keep going you’re on the right track you

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Do you have users that need a new Mac? Or iPhone? What about Apple TV for conference rooms? Between your growing workforce and expanding to-do list you need an efficient way to deploy devices. Enter Jamf Pro and Apple Business Manager. The modern way to deliver work technology no matter where your employees are. Apple Business Manager centralizes device enrollment and volume app deployment. Coupled with Jamf Pro, you get an automated, hands-free way to empower your employees with Apple. Users can securely set up their devices themselves. Once they authenticate using their company credentials they’ll know exactly what to do. Whether you pre-configure settings or allow users to select their own, Curate the perfect onboarding experience. Apps and books purchased with Apple Business Manager can be pre-configured with Jamf and are automatically deployed to end users after enrollment or any time a user needs them. Ensuring your teams go from zero to productive in a matter of minutes. The second they turn on their device Apple business Manager and Jamf Pro go to work. Delivering everything end users need to be successful. Your users will love it. Your bosses will love it. And of course, you’ll love it too. For more information on Apple Business Manager or anything else in Jamf Pro contact us or visit us at jamf.com

How to set up dimensions in Dynamics 365 Business Central


Set up dimensions. Hi, and thanks for watching. This video shows how to set up dimensions, which help analyze business transactions. For example, track sales revenue per geographical area or customer segment, track expenses per department, and so on. The setups depend on what we want to analyze and the structure of our company. In the Business Manager Role Center you will find the dimensions set up under Home, Setup and Extensions, Manual Setup, and Finance. Choose Dimensions. A dimension named Department is provided, so we’ll use that. To define the values that we can choose for this dimension, choose Dimension Values. Departments has values for three departments: Administration, Production, and Sales. If needed we can arrange dimension values in a hierarchy like a chart of accounts. Now we can add our Department dimension to transactions so we can analyze the transactions later. We’ll make it easy to enter dimension values and do basic analysis by making a dimension global so it’s available throughout Business Central. Journals, documents, and look-ups in the general ledger. Global dimension should be dimensions we often use. Create global dimensions in the General Ledger Setup window by choosing Change Global Dimensions. We can add default dimension values as defaults to master data like customers, items, vendors, salespersons, and general ledger accounts so we don’t have to enter them on every transaction. We’re tracking revenue and expenses for departments so we’ll add defaults to customers because they belong to the sales department. Let’s look at a Customer card. There we choose Navigate, and Dimensions. This customer always buys through the Sales office, so we’ll use only this value. In the Value Posting field, we’ll choose Same Code so that Business Central uses only the Sales value. So what happens when we post a sales invoice where the default values differ from the customer and sales person? It’s a problem only if Value Posting is set to Same Code for both the customer and sales person. If we don’t set the value posting parameter or require a dimension, we can set up a hierarchy in the Default Dimension Priorities window so that Business Central picks one. Search for Default Dimension Priorities. The Default Dimension Priorities page shows source codes, which are types of business transactions. We’ll prioritize the tables to get dimension values from. For example, for sales, customers are first priority if there is a value. The salesperson is second, and then the item. If there is no default dimension we’ll add one so we can analyze the data. Posting with dimensions is easy. Typically, default values do the job for us. However, for special transactions like corrections, we might want to change the dimensions. For documents, default values are assigned to the headerd an used on lines. We can change both. If we do, Business Central asks if we want to update all lines. New lines use the new values. And we’re done. Thanks for watching. We’ve just seen how to use dimensions to track and analyze transactions, set up as many dimensions and accommodate different setups, control how, and when, dimensions are used, and resolve conflicts between multiple entities with different default values.

The Basics of Business Management – What EVERY Business Owner Should Know – James Sinclair


– Hello, in this video
I’m gonna share with you the basics of business management. Hey, I’m James Sinclair,
I’m a U.K. business owner. We employ hundreds of people, and we turn millions in pounds in
sales every single year. In fact, over the course of our career, we’ve employed thousands of people, and they’ve needed managing. In this video, I’m gonna
share with you my top tips. If you like this sort of stuff, you love entrepreneurship, management, and growing your business,
make sure you hit subscribe and that notification bell so we can let you know when we bring out great new videos to
help grow your business. Let’s go through now the
basics of business management because if an entrepreneur’s failing, it’s the leadership’s
failing, if they’re not focusing on the management
of an organization. So many organization are talking about, we need leadership, we need leadership. Well no, you actually
need great management to go in partnership with that leadership. And to me, leadership is
the entrepreneurship role. We want the entrepreneur focusing on innovation, marketing, and culture. But what should the management do? Well, it comes down to
a great partnership, and this is the thing that
I strongly believe in. It’s called E plus M equals S. There’s entrepreneurship plus
management equals success. So we’re really gonna focus now
not on the entrepreneurship, but the management of a business. But the entrepreneur needs to understand what great quality management is, and that’s what we’re
gonna delve into right now. When you’re managing a business, don’t put 98 KPI rules
that no one can remember. What you want is simple rules because simple rules can be remembered. Here’s what I do in my business, just three simple KPIs,
this is what I want to know. I want to know my average customer value, and I want what we’re spending on labor, as a percentage compared to a turnover, and I want to know a
monthly profit and loss, so that’s our profit and
our loss every single month. They’re the three simple
rules that I pedal on to all of my senior management team, that’s all I want to know. And that’s so much better than having these 98 different KPIs. Why do people put in loads of rules? Because one little crook has let you down. Here’s a little story that I
remember when I was at school. We all use to have yo-yos,
these really cool little yo-yos. Then one day, someone stole a yo-yo. Now, no one at school was
allowed to have a yo-yo anymore, and they ruined everyone’s fun. There’s a little analogy
there for business. Just because one person breaks the rules, don’t put in another rule
because it disenfranchises the team just ’cause of that one crook. The smart thing to do is get rid of that toxic employee that’s breaking you down. Simple rules are the best
way to manage a business. Not too many, just the right ones that are gonna grow your business. Here’s the next thing. Vision, mission, and culture. This is what the leadership needs to discuss with the management team. A vision, an end in mind. What does the business look
like when it’s finished, what does a best version
of the business look like? And everyone needs to understand this because then the management
can get behind that. Next thing is your mission. How are we gonna get
there to really try and work out how we’re
gonna get to our vision. So you know, this is,
this is the destination, and this is the journey. And the management have
got to come up with how we’re gonna get to that destination, what’s the journey that
we’re gonna take to do it? And then lastly, we want to make sure that everyone has a real
good clear understanding of our culture or our values, ’cause there is always a culture, and there is always a set
of values in the business. It’s just whether it’s
the ones that you want. So what you’ve got to do is
create and put that down, commit it to paper, and for
the owner of the business and the manager of the business, make sure these values
and culture stay on point. The next one is a calm man is a wise man. Or a calm woman is a wise woman. And this is really
important for management. If you’ve got some airy, nasty, dictatorship type management,
then you’re just gonna disenfranchise the
people that work for you. You ought to stay calm
in stressful situations because if you stay
calm, people stay calm. If you get irate, people get irate. You see, mood hoovers make people moody, and you could be a happy manager, and your team can be disenfranchised, but one person with a
right positive mindset can get everyone else on
that positive mindset. It’s a really important
part of managing people. Make sure you stay calm
in stressful situations, and make sure you accept
that as the positive culture that absolutely must happen. In all the businesses that we’ve run, and we’ve run quite a few, I’ve realize that gossip happens. Human beings love to gossip. But when you come in to
management of a business, you need to make sure you’re not getting involved in that gossip. And how do you remove that
gossip from happening? You make sure that it’s just understood that it’s absolutely not accepted. Some people just attract gossip. See, people have come work for me you know, in a senior position, and they start gossiping with the staff, and I clearly state, I
mean quite rudely in fact, that that just isn’t acceptable. If you want to get on and
do that sort of stuff, then you’re not moving
up our organization, ’cause we ain’t gonna accept it. Because that’s not what
senior management do. If you find people gossiping
in your organization, and there will be people
gossiping in your organization, be wary of promoting them above, because they will just create
more of a gossip culture. To wrap it all up and bring
it to a beautiful conclusion, understand this: when you’re in management,
make sure you’re in command, and take charge, because
this is really important. People need to know the
decisions that are being made. When it really comes
down to great management, this is execution of idea,
making sure stuff happens, and making sure accountability happens. You want to make sure
that people take ownership over their decisions, they’re accountable, and believe in the company’s
vision, mission, and culture. Make sure you take command of that. Be assertive, and be in charge, and then great management
stuff will happen. If you’ve loved this video,
and you want to learn more, why don’t you come to one of my free business growth seminars. They’re live, it’s me in person, delivering some great content
at one of my businesses. Now in the video description, I put a link on how you can book onto that, I’d love to see you there
to help grow your business. If you loved this video,
make sure you hit subscribe and that notification bell
so you know when we’re bringing out great new content
to help grow your business. Put some comments below, do
you disagree, do you agree? I’d love to know, and I’ll
get on the comments myself.

Macey Pingel, Business Management | Fox Valley Technical College


– Hi, I’m Macey Pingel. I’m a 2019 graduate of
Chilton High School, and I will be graduating from Fox Valley Technical
College in December. I started looking at Start College Now with the guidance counselor along with my business ed
teacher at the high school. And we sat down and figured
out that I could complete a huge amount of credits
while in high school. So when I started to get
all of those credits, I realized all the different programs and what Fox Valley Tech has to offer. And it just opened a book
of opportunities for me. When I started enrolling
in classes, I was only 16. I wasn’t really up for
the 45 minute drive up to Appleton and the Chilton
Regional Center made it really convenient to
just take the courses there, whether they be Collaborate or online. It’s not something everyone
can say they’ve done but it’s something that I
feel super accomplished over. I worked super hard in high school to make sure that this is the
path that I was going to take and that it was gonna be a
successful path for myself. So graduating in June and then getting to graduate again in
December is kind of cool. My family is super proud of me and they were really
helpful along the way. Taking advantage of the opportunities in high school saved me
so much money and time. And I just think taking
advantage of opportunities when they’re presented is
gonna be huge for the future. (upbeat music)

Why it is worth studying Business Administration | Graduation BScBA In The Netherlands


I feel very excited we haven’t seen each
other for the past three months a so it’s great to be back and most a little
bit nervous about the rest of the day of course I’m sure it’s gonna be great you have developed as a person you have
grown into responsible leaders and with the guidance of our dedicated professors
you are now ready to put your knowledge about leadership entrepreneurship and
stewardship into practice thank you for letting me be part of your
journey it has been an honor and an absolute pleasure to see how each and
every one of you has made big steps forward in discovering and then
developing yourselves for me I’ve just won a feeling that I’m
feeling right now and that’s being grateful being grateful to all of my
students but most of all being grateful to my parents my family for making all
of this possible and for making this just three incredible years the ceremony was very touching after
spending three years with 29 people you become very close proud to be done with with what has been
the most in-depth experience of my life I’ve been to seven schools in five
different countries and this has been the place where I felt absolutely most
at home I think looking back at the three years
I’m very very pleased I think he’s learned a lot he’s grown a lot he’s
develop very well yeah I would recommend Nyiro to other parents and kids if the
match is there I think there’s probably no better choice

How to set up a salesperson in Dynamics 365 Business Central


Microsoft Dynamics 365 Business Central. Set up a salesperson. Sales organizations want to be able to monitor the performance of their salesforce. In Dynamics 365 Business Central, we can set that up by adding an employee as a salesperson. This lets us assign salespeople to customers, contacts, general ledger accounts and campaigns, so that we can track their sales activities. Additionally, we can assign salespeople to tasks that are linked with sales opportunities. This video shows the basics about setting up an employee as a salesperson. To set up a new salesperson, in the search field, we’ll enter “Salespeople” and then choose the Salespeople/Purchasers link in the search results. We’ll choose New to open a blank Salesperson Card. We’ll fill in the Code, which is a type of identifier, and the Name of the salesperson. We’ll enter the Job Title and then the Commission Percentage that we want to use to calculate the salesperson’s commission. Finally, we’ll enter their Phone Number and Email Address. After we create the new salesperson, we’ll need to assign a user and/or an employee. To do that, in the search field we’ll enter “User Setup” and then choose the User Setup link in the search results. On the User Setup page, we’ll find the user we created the salesperson for, and then update the Salesperson Code field with the new salesperson. Now we need to assign the salesperson to an employee. In the search field, we’ll enter “Employees” and then choose the Employees link in the search results. We’ll find the employee and then open the Employee Card. On the Administration fasttab, we’ll choose a Salesperson/Purchaser code. And that’s all there is to it. The salesperson is now created and can start selling to customers.

How to Avoid Teamwork Disasters: Crash Course Business – Soft Skills #12


Group projects have such a bad reputation
that there are hundreds of memes about all the things that can go wrong. Maybe one person does all the work, the brainstorming
falls flat, or the team becomes super unorganized because they weren’t on the same page from
the start. We’ve all been there. But we’re here to show you how to avoid
teamwork disasters, in and out of the workplace. You’ll be able to help a team set goals
and work better together, use agendas and delegation to avoid meetings that go on forever,
and keep that workflow, well, actually flowing. I’m Evelyn From the Internets. And this is Crash Course Business: Soft Skills. [Intro Music Plays] Before we dive into any advice, we need to
talk about what makes a good or bad team! Basically, a good team is like the Avengers
before The Winter Soldier. It’s a small group of people who motivate
each other and have complementary skills. Everyone is on the same page, pulls their
own weight, and has individual goals that line up with the bigger picture. And they hold each other accountable, so no
one goes too rogue. A bad team is like the Avengers during Civil
War. The timetable is all over the place. People are hiding things from each other and
have personal goals that don’t match the group’s. Everyone’s practically doing their own thing
without much accountability, and they’re not contributing equally. Seriously, Thor. Where were you? The first step to turning a bad team into
a good team is making sure everyone’s on the same page. Everyone should come together to set SMART
goals. Remember those? A SMART goal is Specific, Measurable, Ambitious,
Realistic, and Timely. Ideally, you’d have some individual SMART
goals that match up with one, big team SMART goal. Once you have goals, you should list them
out, along with some responsibilities or even rules for the team. Write all those things in a charter before
you start working together, to set the tone for your project. Generally, no one thinks to have a charter
until they run into problems. And by then, it’s sometimes too difficult
to reassign tasks or solve conflict without damaging relationships. Think of a charter like a roommate agreement. You want to figure out that cleaning schedule
and a policy on overnight guests before you passive-aggressively let dishes pile up. Once you’ve set team responsibilities, it’s
a safe bet that you’re going to need to hold meetings to check in and, you know, work
as a team. In a good meeting, everyone is given a chance
to speak their minds, you don’t hate the meeting or the people in it, and there’s
a goal that’s actually accomplished. And, just to be clear, good meetings are not
unicorns. They do exist! But we’ve all had our fair share of bad
team meetings. They’re kind of like a supervillain’s
monologue — they waste enormous amounts of time and should be avoided. In one study involving 182 managers with different
careers, 129 of them said meetings were unproductive and inefficient. That’s 71 percent. Not chump change, people. So the first question you should always
ask yourself is: “Does everyone need to be in the same room together, and will it
accomplish anything I couldn’t do remotely?” You should hold a meeting if you need someone
else’s input, or if you’re sharing something seriously important that should be done in
person. But if you just need to give a quick update,
maybe try an email or a memo instead. If we have too many unnecessary meetings,
not only do we accomplish less, but those meetings will mean less. It’s like the organizational equivalent
of crying wolf. So if your team is leaving for a conference,
don’t put everyone in a room for an hour to decide who’s bringing what presentation
supplies. Send out a checklist. But if you need to figure out a complex plan
to make amends and rebrand your team after a PR nightmare, a meeting is probably the
way to go. When you schedule a meeting, only include
anyone who’s absolutely necessary. You’ll need to determine who that is, but
generally, it means people who are directly involved in your project or immediately affected
by your decisions. I’m gonna be real here. Some people may be there because of office
politics. Like maybe they’re a senior manager who
could probably just read meeting notes, but they may feel excluded if they don’t have
the chance to chime in. But otherwise, most people will appreciate
being left off the roster if they’re not required to be there. Plus, getting the whole team together for
a brainstorming session is… pretty much useless. I know. Brainstorming sounds catchy. And there’s that whole inspirational movie
bit with a team of determined young professionals launching ideas at each other in a conference
room late at night. But in real life, it’s pretty counterproductive. Getting people together to think spontaneously
doesn’t lead to better ideas. It just leads to more ideas to talk about
in more meetings. To see what to do instead, let’s go to the
Thought Bubble. It’s college graduation time. You’ve worked hard for four years, saved
up money from part-time jobs, and you’re ready for one last hurrah before you join
the proverbial rat race. So you and your two best friends meet up at
your favorite coffee shop and spend an hour brainstorming the perfect vacation on a budget. But once you get started, ideas fly, and you’re
left with a jumbled mess of a Google doc! No one can agree on anything. You want to go hike in Hawaii, but honestly
you’re not even sure if all the islands have good trails, or how easy it is to get
between them. One of your friends wants to go a on a cross-country
road trip, but can’t name any places other than the Grand Canyon. The other wants to backpack through Europe
to “find yourselves,” but doesn’t really have a plan besides staying in hostels, maybe. Since brainstorming wasn’t productive, you
and your friends agree to do some solid research on your own and meet again in a week to each
give a small pitch. You each look through travel blogs and make
more detailed itineraries ahead of time, texting each other little questions like what your
budgets are or whose car has better gas mileage. So when you meet up again, you can talk about
what matters, like overall cost, transportation, and timelines. You even put together a pros and cons list! After talking over the options, you realize
you’ll be able to save a few hundred dollars and put that money towards a few more travel
days if you drive Route 66 together, with stops for hiking and camping. Plus, you’ll be on the beach in Santa Monica
for a perfect last day. Thanks, Thought Bubble! An agenda that’s distributed before a meeting
helps people walk in knowing exactly what’s going on and provides a bit of structure. Assuming they read the agenda. You can lead a horse to water… and all that. It’s important to keep meetings from going
overtime, and a 30 minute meeting can easily turn into 3 hours without some guidance. That being said, you don’t always have to
follow agendas to the letter. As long as side-conversations aren’t super
off-topic, you may generate great ideas! Really, a successful, balanced meeting structure
depends a lot on the team and company culture. But assigning team roles can also help make
sure that everything stays under control. A task leader can make sure that the agenda
is actually getting accomplished and cut off people that are going on tangents. And a relationship leader can make sure that
everyone gets a chance to speak, or mediate conflict so everyone doesn’t end up grumpy
and hating each other. I know it’s sometimes hard to make yourself
heard, but try not to get down when someone interrupts you or dominates the conversation. You were hired for your work ethic and your
outlook — never forget that! And if you have a great idea or have worked
on a project longer than the person sitting next to you, it doesn’t give you have a
free pass to talk forever. It’s a meeting, not a presentation, Robert. Don’t be that guy. So check yourself, and try to encourage people
to speak up that haven’t contributed. Plus, teams need a variety of opinions so
ideas don’t fall flat! So take steps to avoid conformity. Large teams, and even like-minded people,
can run into groupthink. That’s when groups make subpar decisions
because people value harmony more than making the best decision, so they avoid disagreement. It’s kind of like peer pressure in the office. If you want a fun read, look at the Abilene Paradox, where four people take a miserable
trip no one wanted to take, just because they thought everyone else wanted to go. It’s hard to completely stop groupthink,
but knowing it’s there is a first step. Assigning a devil’s advocate to poke holes
in ideas during meetings can also help. Since our brains are weird, we’re sometimes
unconsciously influenced by the first opinion that gets said. So if you’re voting on a decision, you should
vote blind on slips of paper. If you’ve seen 12 Angry Men — you know. But the the best way to lower conformity is
to keep your group size small, roughly between 3-6 people. Follow the pizza rule! Basically, if you can’t feed everyone with
one pizza, you should probably have fewer people at the meeting. Larger meetings can lead to social loafing,
which is when some people don’t contribute because they can fly under the radar or there’s
too many people with not enough to do. And depending on the situation, if you can,
it may be best to exclude the boss to avoid groupthink. Nobody really wants to challenge the boss. Plus, you could feel like your boss doesn’t
care or your opinion won’t change anything, especially if your company tends to ignore
recommendations. But even if meeting situations aren’t ideal,
remember that you can help stop groupthink, and that whole movements have started because
people have spoken up. Changes for healthier company cultures are so important. But also without Richard Montañez, the Frito-Lay
janitor, we wouldn’t have flaming hot cheetos. The world would be a darker place. And if you think your team may be making a
bad decision that’s unethical or offensive, the repercussions for staying silent may be
greater than for speaking up. Even if you feel outvoted. We’ve all seen insensitive ad campaigns
that should have gotten stopped in production. …Pepsi… And if you’re afraid of speaking up because
public speaking is tough, it’s gonna be okay. People are self-centered, and they are probably
way more concerned with themselves than what you’re saying. Plus, most people are more forgiving of spoken
mistakes than written ones. Nerves are real! So cut yourself some slack, because no one
is perfect. But if we help each other learn, we’ll all
get a little bit better. So go take on the world with an awesome team,
and remember: Only plan team meetings when absolutely necessary. Making agendas, delegating responsibilities,
and managing work effectively will keep your meeting time low. Don’t brainstorm as a team. It’s not necessarily productive. Come up with ideas on your own and then get
together to discuss them. Your opinion matters, and don’t be afraid
to speak up to fight groupthink. Next week, we’ll tackle difficult workplace
conversations you don’t really want to have, in a way that’s productive and respectful. Thanks for watching Crash Course Business. If you want to help keep all Crash Course
free for everybody, forever, you can join our community on Patreon. And if you want to learn more about teams
in formal settings, check out this Crash Course Sociology video on Formal Organizations.

Five Adjustments You MUST Make to Guarantee SUCCESS in Any Market | #TomFerryShow


– Have you seen or felt the
change in the marketplace? Today I’m talkin’ about
the five adjustments you must make in order to guarantee your success in any market. (upbeat music) Welcome to the Tom Ferry show. Today, I wanna set you up for success. Let me ask you a question. If you knew the market was
going to make an adjustment in the next 18 to 24 months,
knowing what you know now about your business,
about the natural cycles of the real estate industry, what adjustments would you make? Well, what if I told you
over the last five months, I’ve been getting that phone call from C.E.O.s of real estate companies and from top producing
agents and brand new real estate agents that
are walking in and saying, something just feels
strange about the market. Well if you study the
trends as we do, right? K.C.M., matter of fact,
recently put out a report that said we’ve experienced
six recessions in the U.S., since the mid-70s, two of
which had a pretty significant impact on housing,
certainly if we reflect back to 2007, eight, nine, we all
can remember that experience. Now my question for you
is, knowing what we know about the market, about real estate, about the cost of money going up, about inventory in the current
situation that it’s in, knowing what we know
now, what would you do? Well, the opening of my summit,
I’m walking you through 12. Today I’m gonna share with you five of the most important
strategies, mindsets, and tactics I’m recommending
to all of our coaching members. Not, my friends, in
any way, shape, or form trying to create any
fear about the market, but instead one of the
most important disciplines every great C.E.O., every
great entrepreneur has, and that is the ability
to anticipate and adjust, so if we can anticipate the change and make the adjustments
now in your business, two things happen, your
business becomes bullet-proof. Market proof, ready to dominate,
regardless of what happens, and secondarily if nothing
happens, what happens? Your income skyrockets, so
let’s have the right mindset as we look at these five points, and what you must do to prepare
for what is most natural and automatic, which is the
cycles just continue to change, so here’s my five things
I want you to start with. Number one, acknowledge,
are you a hobbyist or is this a business? Now that’s not designed to be offensive. I’m certainly not trying
to slap you in the face, but I’d like you to consider
that the vast majority of agents around the world are hobbyists. They’re not running their
business like a business. They don’t know their
numbers, they’re not making analytical decisions,
they’re not thinking through innovation and marketing on a daily basis. How do I surprise and delight my clients? No, the vast majority of
them are trying to figure out how to answer their phone on time, and should they buy leads or not? So I challenge you, as you
go into this next level of real estate, this new
change in the economy, can you survive as a hobbyist? Can you survive selling
five, six, eight, 10, 15 homes a year, mostly by default, or is it time for you
to shift your mindset and your strategy up here and
everyday in your business, to be by design? Think about it, no more being a hobbyist. Now, you’re running a business. So that’s number one. Number two, I wrote down for you. Again, there’s 12, I’m just
giving you the top five here. Multiple lead-generation
sources is the solution. You’ve heard me talk about it before. The vast majority of real
estate professionals. Because the economy (mumbles) so good, have relied aggressively
on their database, and what happens is, my
friend, when you become myopic, singular focus in terms of
just one thing that you do to generate business,
any hiccups in the market and you’re out of business,
which is why we’ve always said, from 16 years ago when
we started this company, the very best agents have four to six different lead sources. No different from, if you
needed to fish to survive, you wouldn’t show up to the
spot where there’s no fish. You’d go where the fish are
and you’d get as many lines in the water as you can, as
many opportunities for you to attract buyers and
sellers to bring your service to them and ultimately help
them buy and sell real estate, and listen my friend,
too many agents today with those two or three,
they might be using, they’re doing it, dare I say, half-ass. Could that be the first time I’ve cursed on the Tom Ferry show? I apologize, but I really
wanna get this point across. The market doesn’t care if
you don’t do your marketing. The market doesn’t care. Buyers will find a real
estate professional. Sellers will find a real
estate professional. If you’re not, you know,
sending up smoke signals, doing your social media,
making your phone calls, sending out your direct
mail, doing your email, no one cares if you stop, but
you will be out of business, so that’s number two. Number three on my list,
they live inside their C.R.M. Now, think about how simple this is. We know that there’s two
kinds of agents, right? Agents with a CRM and agents without, and when you look at our studies, nearly 64% of the people we talk to, a hundred thousand people a
year, 64% either have no contact relationship management solutions,
CRM, and a chunk of them think that outlook on
their phone is their CRM. Listen my friend, I’m telling
you as a business coach, I’m telling you as a student
of business in marketing, we’ve gotta have a beautiful
CRM with all of our contacts bucketed and organized by
group with the frequency of how often I’m going to speak with them, text them, email them, send them a video, whatever you choose to do, but
here’s the deal, you ready? The consumer has choices
and just like with multiple lead sources, we know
that your business from your past glance and spear
still should represent 30, 40, maybe even 50% of your business, because you’re staying in communication and you’re bringing them value, so if you’re not living inside
your CRM today, my friend, your business is going to
struggle as things adjust, just like if I look inside
your CRM or your phone and I see Larry, three
one oh, five, five, five, one, two, one, two, and you
have no idea who Larry is, there’s no last name, there’s no email, there’s no address to mail
to, you’re also being myopic. You’re, you’re making
your business only a call or a maybe text, when
sometimes a hand-written note or a direct mail postcard
is gonna be a better way for you to reach them. So really it’s, they
live inside their CRM, and let’s be clear, they’ve taken the time to organize their database
in a way that they know who their very best are,
and the frequency of touch, and who are those people that,
they’re trying to figure out who are these people in my database and how do I nurture those relationships and bring them value so they get into that B and C category, so
those are the top three. If I asked you just to stop right there, and said to you, hey, are you in business or is this a hobby, right? If you don’t have a CRM or
your CRM isn’t organized, I would challenge you
to say you’re a hobbyist in today’s business, now you’re like Tom, you’re coming across strong. Remember how I started this video. The market adjusts, it’s
not me, it’s not you. I’m not negative, I’m a realist. When the market adjusts, I
want you to stand up and win, and be proud of the
business that you built, and let’s face it, there’s
gonna be some waves crashing, and some people are gonna
get rumbled and tumbled. You my friend have the
opportunity and the anticipation to adjust, to ride those waves to success, and that’s what those first
three points are about. So let me share with you number
four, the intelligent agent. The strategist going into this market, is gonna ask themselves,
am I safe in terms of where I’m marketing with my price points? Is there opportunity for me to move it up, or should I really being
paying attention to the moveable middle or
maybe even lower end? I was working with thousands
of agents, post nine 11, in the high-end market place, and as you can imagine, probably remember, the high-end just died
for about six months. The smart agents already had
those lower to mid price range farms and marketing
strategies and ad spend, so guess what, they continued
to sell a lot more property, yes, at a lower price, yes with
lower fees and commissions, but every closing is a good closing, in serving every customer is a good idea, so from a strategy
standpoint, number four is, look at your business and ask yourself, what’s my average sales price,
what’s the moveable middle, when the market slows
down, which part picks up and which part dies, and make
sure that you’re not myopic in your pricing, so let’s look
at the last one, number five. I actually just had this
conversation with a personal client and I can tell that there
was, I don’t wanna say fear, but there was some worry
in the back of her mind. She’s like, Tom what do
I need to do, I mean, I live inside my CRM, I’ve
got nine different drivers of, this is a 150 million
dollar a year producer, small team family business
doing it the right way, very operational-minded CEO of the team. She said what else do I need to do? And I said, my most
important advice for you is start to stock pile cash,
the market’s good right now. She’s selling a lot of
stuff in the broader better price range, and has a
pretty decent amount of stuff in the high end, so
when these are popping, they’re savings, this is running your life and running your business,
I said everyone of these that we sell, we need
to stock pile the cash, and she said, if I stock pile the cash, do you mean so I can buy
when the market adjusts? And I said that would certainly
be a good strategic move. I’m not a financial
advisor, I’m telling you as your business coach that
when the market adjusts, when things get a little different, what’s the very first
thing, the vast majority of real estate professionals
stop on a dime? What do you think it is? It’s their marketing,
it’s their marketing. They panic, right, I
don’t know what to send. I don’t know what to
say, I’m not, I’m gonna, I’m gonna kill all my online advertising. I’m not gonna do my email,
I’m certainly not gonna spend money on direct mail, and overnight, they put themselves out of business, and as soon as I said it,
she got it immediately. She said, oh, I’ve got the
cash to keep my business going. I’ve got that nice ward
chest, so I can get more market share, now
this particular girl just turned 40 years old,
she really hasn’t been around through the real estate
business long enough to know that in every changing market,
when it’s going like this, or it’s like this,
that’s when the phoenixes come out of the ashes, that’s
when all the best agents show up, matter of fact if
you were to Google right now, when have the vast majority
of the most successful businesses on the planet,
when did they get started? In almost every case, it
was during a recession or a depression, she got it immediately. So here’s my question for you. Knowing what you know, and
especially if you’re one of my veteran friends
watching, and you were around as I was, maybe in the
early 90s or again during 2007, eight, nine, if you were around, knowing what you know,
what do you need to do? That my friend is the
question you need to answer, and then get in a massive action, and create as much
accountability as possible to make sure that you’re falling
through on the disciplines, to makes sure your
business is market-proof. So, I know kind of a heavy show. I can’t wait to see the comments. We probably need to link up guys. The last KCM article, so everybody can see what we’re referencing,
from all those recessions, from mid-70s forward,
so you are more informed and more empowered. Now remember, when things
change, people get in their head. When you’re in your head, you’re dead. I’ve said to people for years, look your neighbor right in the eye, and look him right in the
eye and say you’re head is a scary place to be. I’m not trying to affirm that. I just wanna make you aware
that when things adjust, people create fear. When they create fear, they create doubt. When they create doubt, guess what? They get into a state of paralysis, and when you’re in a state of paralysis, how many phone calls do you make? How much marketing do you do? How much proactivity do you do? No, you hide, and if
you hide, you’re dead. We gotta keep our mindset
right and fall through on these five actions and I promise you, your business will ride
right through this, and you will be an extraordinary
real estate professional. Thank you so much for watching. I can’t wait to read your
comments, see you soon. Hey, I’m Tom Ferry and I wanna
say welcome to real estate. Now, there’s a pretty good
chance no one’s told you there’s an 87% failure
rate every five years in this business, and
there’s only two factors. Agents don’t have the tools and they don’t take the right action. I’m gonna invite you to
click the link below, and get access to the tools, so you can win in this business.

How to report a production outage in Dynamics 365 Business Central


Having a customer down situation where they can’t use Business Central is never a good experience. But now there is a fast and direct way to report this to Microsoft through the Business Central administration center. In the production environment, this does not work for sandbox, click the option Report Production Outage. A new pane opens to provide the necessary information. The outage types are Unable to log on (all users) and Cannot access API/Web Service. Choose which one applies to your customer. Enter your name, email, and phone number. Click Next. Describe what you and the customer have tried, such as the different browsers, and if you’re able to log in to any companies. Perhaps Cronus, the sample company is working. Finally, tell us about any errors you receiving, including any correlation or operation IDs. The last thing is to enter the date and time the outage began. I will select that from the options. I mark the check box to consent to not sharing any details or personal information, and click Report. This will create both a support ticket as well as a DevOps ticket for our internal Microsoft Service team. This way they are notified immediately of the situation and can get to work on resolving the issue. Continue to use the support case that you see any outage information, as this is your avenue of communication with Microsoft. Once the outage has been declared, you can close the window, click the Reported outages to review the case number, and if you want updates, click the case number and that takes you to the Microsoft Partner Center to view the details. Thank you for watching the video and how to report production outages.