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Management/How To Series | Management/how-to series
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How to sell your new idea to other people (Pub: 20 Nov 2007)
As a manager, you'll often have to persuade people to believe in your views and to accept your ideas. If you're good at selling your ideas to employees and colleagues, then you'll go further, faster, in your career. Unfortunately, good ideas must first be sold to staff and, if you can't get your proposals across the way you envisaged, then they may well go the way of many other good ideas—into oblivion. So, here are some simple rules that will help you sell your ideas more effectively in the future…
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How to keep contact with hard-won customers (Pub: 23 Nov 2007)
If every sale you make had to be made to a new customer or client, you’d soon buckle under the weight of it all. Whether you’re offering a service or selling a product, repeat business is the best business—it allows you to build on contacts you have already made. The really productive and satisfying relationships, in business as in life, are the ones that last, and usually they take a little work to remain so. Here are some of the ways you can build long-lasting client relationships.
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How to accomplish more through the use of a personal achievement list (Pub: 20 Nov 2007)
Too often managers modestly, and often unjustly, even unwittingly, hide their successes from others—and indeed from themselves. They fail to appreciate that the simple strategy of recording personal successes can motivate, increase self-productivity and support career advancement. The compilation of a personal achievement list can have
a considerable impact on a manager's professional life…
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How to achieve operational effectiveness (Pub: 23 Nov 2007)
Operational effectiveness means performing similar activities and practices better than your competitors and making the best use of your resources in doing so. Although operational effectiveness alone will never lead an organisation to greatness, it is important to be able to choose the appropriate tools or techniques that can help your organisation to a sustainable competitive advantage.
Here are some of those tools and techniques…
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How to add sparkle to your speech-making (Pub: 20 Nov 2007)
It's easy to spot a dull speaker—just count the number of nodding heads in the audience. You can avoid this dilemma for a speech-maker by adding a little sizzle to your presentations, by learning to deliver a palatable blend of facts, figures, philosophy, humour, and the unexpected. The result can be rewarding—happy audiences, rapt attention and more support for your cause. Pep up your next presentation by considering this advice…
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How to apply the principles of best practice (Pub: 23 Nov 2007)
In an age of increasing deregulation, technological change, and new competitive attitudes, organisations must become nationally— even internationally—competitive. To do this, it is essential to pursue ‘best practice’—a comprehensive, integrated, and co-operative approach to the continuous improvement of all facets of an organisation’s operations. Leading edge companies achieve world class standards of performance in this way. The general principles of best practice which you should consider adopting are…
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How to articulate a vision for your organisation (Pub: 23 Nov 2007)
It is so easy for an organisation to busy itself with daily activity oblivious to its future, without reflecting, without having
a vision or developing a sense of direction. Your organisation may be active in the short term but, without this vision of
the future, it will lose direction, purpose and control, those essential ingredients for success in the long term. Here is one way of articulating for your organisation a vision which links values, purpose, and mission…
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How to ask questions (Pub: 23 Nov 2007)
The best way to solve a problem is to ask the person who has the key to its solution. Asking the right people the right questions is the pathway to real information—about your workplace, your employees, and your customers. So whether you’re solving problems, establishing a better working relationship, shaping your vision, motivating, interviewing, or negotiating, asking the right questions is a vital management device. Here are the essentials of effective questioning…
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How to attract the headhunter (Pub: 23 Nov 2007)
Headhunters are specialised corporate recruiters who are employed by businesses to 'search out' top management talent for hire in new jobs. Many managers dream of being phoned by a headhunter seeking an appointment or luncheon meeting to canvass interest in a too-good-to-refuse offer to join another organisation. Seldom, however, do dreams come true without planning and preparation by you…
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How to avoid causing conflict (Pub: 23 Nov 2007)
Conflict is inevitable in any organisation. When handled properly, it can contribute significantly to personal and organisational health, better understanding, and innovative solutions to problems. When handled poorly, however, it leads to hurt feelings, damaged relationships and low staff morale. Managers must be able to minimise hostility between themselves and their staff members—and the best way to manage such harmful conflict is to prevent it from ever arising. Here are some suggestions in this regard…
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How to beat the Monday morning blues (Pub: 20 Nov 2007)
A productive, happy and effective day is usually achieved by starting out fast and peppy in the morning. Unfortunately, the day is often lost to many of us even before we get out of bed—we self-destruct as soon as we wake up, dreading the thought of having to go to work. For most people, Monday mornings in particular can be the most difficult time of all. If you have trouble getting started each week, then here is some timely advice on beating those Monday morning blues…
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How to become a better decision maker (Pub: 20 Nov 2007)
Decision making is an inescapable task for managers. In
the eyes of staff members, it is the managers who must take the final responsibility for decisions and, each year, they are required to make literally thousands of them, large and small. In the end, it is the quality of those decisions that determines the success of a manager's efforts. If you want to become
a quality decision maker, particularly when the 'big' decisions count, then these guidelines will help...
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How to become a better writer (Pub: 20 Nov 2007)
The ability to express oneself clearly on paper and to write effective reports, memos, letters, and other business documents is one of a manager's most important skills. But some managers find it difficult to write clearly, concisely, and convincingly. Others take far longer than necessary to complete a written assignment. No matter if your task is a letter, memo, report or novel, you can become a better writer if you follow this advice…
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How to become a leader (Pub: 23 Nov 2007)
Leadership is not an exclusive club for those who are 'born with it'. While leadership relies on some inherited characteristics, it also depends on training and experience, and indeed many of the traits and abilities that are the raw materials of leadership can be acquired. If you link these up with an essential desire to achieve, then nothing can keep you from becoming a leader—you may even become a great leader. This 10-point program will get you started…
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How to begin each month on a positive note (Pub: 23 Nov 2007)
A lot of things are going to happen to you over the next month. You can wait for them to happen, you can just let them happen—or you can make them happen. If you want to change your professional or personal life for the better, you must start with resolve and determination, and the following resolutions are provided to help you improve the way you function as a manager. Refer to them at the start of each month, photocopy and decide which you will focus on. How determined are you to improve?
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How to boost flagging morale in your organisation (Pub: 23 Nov 2007)
‘Low morale’ are two words most managers don’t want to hear when the esprit among their employees is being discussed. Organisations where morale is considered to be low usually lack achievement motivation, a sense of real purpose, and experience a high turnover of their employees. Though effecting a turnaround will take time, you can be assured of success if you act on the following suggestions…
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How to boost your self-confidence (Pub: 20 Nov 2007)
Personal confidence is something most of us would like more of. And where do we turn to get it? Basically, to ourselves, by bolstering and developing those low areas which need attention. Increasing self-confidence is primarily a matter of finding out what makes us feel good about ourselves and then practising the relevant behaviour patterns. To grow in confidence yourself, here are strategies which you might consider…
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How to build a workplace where employees want to be (Pub: 23 Nov 2007)
An environment where employees want to be will be far more productive than one where they literally force themselves to come to work. One of the most powerful and basic of all elements necessary to attract and keep the right people is happiness. Employees who are happy in their jobs will work hard and well—and will be reluctant to leave. Here’s how you can build a happy and encouraging workplace…
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How to build and lead an effective executive team (Pub: 23 Nov 2007)
People are our most valuable resource—a cliché perhaps, but it’s true. To achieve all of the things you want for your organisation, you will need to surround yourself at the top level with the best people—an effective management or executive team. Having a good team is a very smart way of magnifying your own abilities. Here are a few ideas on how to assemble that team—then lead it…
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How to build on the successful start in your new job (Pub: 20 Nov 2007)
A manager who has succeeded in making a successful start to a new job needs to consolidate the benefits gained in those first few weeks. To maintain this momentum, here are some further suggestions…
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How to collect outstanding debts (Pub: 23 Nov 2007)
Every organisation, it seems, has its share of errant bill-payers and, although your formal management training may have not included debt recovery, you can be sure that others will look to you for guidance and assistance in bringing slow-payers to heel. By adapting the following simple suggestions to your own situation, you will go a long way towards satisfying those expectations…
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How to comfort a grieving employee (Pub: 23 Nov 2007)
The death of a close relative or news of a terminal illness in the immediate family can be the source of considerable emotional strain for an employee whose work habits and performance are usually affected. It is also a difficult time for the person's manager and co-workers. But by providing
a supportive climate, a manager can help the employee through this difficult period by considering the following points…
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