Hai everyone. This is the third story to share with you all.
Actually, I have an idea to write something here, but time constrain, busy to
complete the assignment and at the same time busy at work place. Next months,
Inshaallah I will be transfer to my hometown.
They (my Headquarters) want me to manage a branch. Meaning, I will
appoint as a branch manager.
Wow… that is a big responsibility. Branch manager beb...... Actually I have no experience as a branch manager before, although I have an
experience work at many branches, but I know that is very different. But I believe
that anything must have a first steps or starting. Our ex-Prime
Minister, Tun Mahathir also don’t have an experience before he appointed as
Prime Minister, but what is the result? He became a great prime minister. I am so proud of him. But I know I cannot
compare with him.
Important to be prepare is about knowledge. I have a lot of knowledge in everything, but
I don’t know that my knowledge is useful or not to manage a branches. I am
realized that is a lot of any things I must to manage. A staff, machine, equipment, customers,
society, local leaders, and so on. These are the “makhluk and thing” that must I
care and manage.
Kuala Berang actually is my hometown. Kuala Berang is not
different before I leave 15 years ago, except one or two building are established.
I don’t know why Kuala Berang just like that. Might be that is too many politician
decision come in in administration of Bandar Kuala Berang. That is my view, but
the true is many variable factors that will involve such as population,
surrounding economics, mentality of people and so on.
I am so happy actually to transfer because I will come back
after more than 14 years traveling. From Kuala Berang to Tawau, Sabah. From
Sabah to Kuala Lumpur. That is my journey. Now I come back, Inshaallah on Mei
fourth. A hard challenge waits for me, I
know.
Kuala Berang, you waits
I come……. Below I write up tips how to become a great manager or great
leader. Actually, this tips is for me, but I want to sharing here. This theory
is not my idea, I just copy and paste here. I forgot where, I get these tips.
But the true, it is not my tips. I don’t
know why the tips start from 28. What happen to the number 1 – 27? What happen
to the MH370. Ha ha ha….where is our aircraft actually. It is true that unlucky
aircraft ended his journey in Indian Ocean?
For me, that is three placed that aircraft might be placed
right now. First, in the sea. Second, on the earth or on the land and third, in
space. Who know? Hanya Allah yang tahu?
The tips how to became a managers or leader
28. Make sure your employees are 100% clear on the
objectives. If you are not absolutely
clear and provide the clarity needed for all to understand, you will have a
confused team. They will not truly
understand the mission, vision, and goals.
Confusion turns into anxiety, which then turns into fear. Your team clearly needs to know what is
expected of them, the value of their strengths, and the actions you will take
to achieve the objective. With the
information you will learn throughout this course, you will be able to
confidently implement the necessary actions for the team to achieve the
objectives and goals.
29. Analyze the
problem; map out all possible answers, and then implement. In most cases when faced with a problem,
there is not just one clear-cut answer.
Making the right decisions when solving problems is one of the most
important aspects of management and leadership.
When you start to see the cracks, you need to fix them as soon as
possible, just don’t use a Band-Aid fix on a major fracture. Truly identify the problem, look at all of
the possible reasons and needed resolutions, and implement the best idea to fix
the problem. Utilize your team to help
look at all of the possible scenarios and ideas, even the illogical and
unpractical ideas might turn out to be a solid solution to short-term or
long-term problems. One very important
thing to keep in mind; focus on fixing the problem rather than on finding the
blame. Finger pointing will get you
nowhere. We will discuss more about
problem solving and decision making in lesson 6.
30. If possible,
take your time on making the right decision.
Unless you need to make an on the spot decision, you should always take
your time and reflect on all of the possible ramifications. Just let your boss, upper management, or
whomever is waiting on the decision know that you will think about it and get
back to them as soon as possible, or at least by the deadline. You are most likely to make the best major
decisions outside of work. It can be
before you go to bed, in the shower, on the train, on the plane, etc. When you’re away from the hustle and bustle
of the office, you can calmly think everything through. This also pertains to ideas and
improvements. Jot down your notes and
bring them into work. You can even
e-mail yourself so you have them ready to read when you are back in the office.
31. You need to be
able to delegate. It might seem hard to
let go of certain tasks because you feel it might not get done right, but as a
leader, it is one of the best things you can do for your employees. Besides, if you do not give up most of the
daily tasks, you will feel bogged down and stressed. It will also free up some time for you to
take on more pressing issues. Do not
feel embarrassed, shy, or like you are passing the buck when it comes to
delegating. It is expected of you as
manager. It is vital that you let your
staff take on most of the tasks and projects.
This also gives them a chance to show what they can do. It breaks up the monotony of the day and
gives some excitement. You also want
them to get the credit on the delegated task to build their self-esteem. It is a compliment to you when they are
complimented, and besides, your self-esteem should already be high since you
are the manager. The most important
thing is to know whom to delegate to and when.
Make sure you know exactly what needs to be accomplished before you give
the task to someone else. You need to
confidently tell your employee on what needs to be done, and show you have the
confidence in them to do it. Some tasks
will need more monitoring than others, and some are more important. Set up a timeframe on when you expect the job
to be completed, and have them report back to you with the progress. It is up to you to determine who can get the
job done quickly. However, don’t always
pick the same person. Spread the tasks
around to those who show interest. Make
sure you have a commitment from the employee, and give them the authority
needed to get the job done. If you have
your eye on someone to promote, delegating to that person is a win/win
solution. Just be careful that you do not
show favoritism as you could run into Human Resource issues. We will discuss more about delegating in
lesson 6.
32. Know how to
multitask and prioritize. A good
leadership skill is being able to handle more than one project at a time, and
knowing which is the most important. You
will find yourself creating a procedure, checking e-mail, answering your phone,
a person will come into your office, and on top of all that, getting ready for
a meeting. This is inevitable, and is a
part of being a manager and leader.
Don’t stress, make the decision on what is the most important and put
the most energy into that task. For
example, if the employee who walked into your office looks or is acting
distressed, that should take priority.
You can ask the person to sit down, quickly reply to the e-mails and
phone calls stating you will get back to them as soon as possible, and put your
process document to the side. If you are
running late for a meeting, you need to make the decision on whether you should
continue to talk to your employee, or schedule a time to further discuss the
matter. If you cannot make the meeting,
make sure to inform the meeting leader that you are taking care of a personal
issue. It should be noted that your
employees should always come first. We
will discuss more about multitasking and prioritizing in lesson 6.
33. Always be ready
to react, embrace, and manage change.
Always show that you are ready for any challenge that comes your
way. The saying, “The only constant is
change,” particularly holds true to business management. One of the key strengths of a great leader
and manager is the ability to accept change and orders that come down from
above with enthusiasm and confidence.
You would then translate the directive with the same enthusiasm to your
team. This is how you impress your boss,
and your bosses’ boss, and build confidence within the team that you have
everything under control. The leader is
the rock, and gives stability to the group.
You will most likely get some worrisome and sarcastic remarks from a few
of the team members, but that’s natural and you should not worry about it. Don’t get angry about complaints, even though
you may be angry about the change yourself.
They might just need to blow off some steam, and the best thing you can
do is show that you do care and understand their frustrations. You might want to share some of your own
frustrations as well; as long as the main take away point is optimism for the
future. Your main concern is to make
sure the change or transition goes smoothly, and that everyone knows the new
objective. Don’t wait for someone else
to tell you what you should do. Take the
steps to prevent unwanted surprises, continually meet with your boss and staff
to keep them updated, and don’t make or implement major changes until you have
consulted with your staff. If you show
you are embracing the changes with optimism and leading by example, your staff
will most likely follow. We will discuss
more about communicating change in lesson 7.
34. Strong teams do
not need to be micromanaged. If you
manage people too closely, you are subjecting them to constant scrutiny. If a team works well together and has a sense
of unity, purpose, and pride, including being knowledgeable, you should not have
to closely monitor them and continually be on their back. This in turn gives them more freedom knowing
the boss is not breathing down their neck all of the time. This sense of independence can also be a
great motivator. If you have a team
where you feel like you have to make all of the decisions, and expect them to
follow your orders like a robot, then you will most likely have a high rate of
attrition as it creates an uncomfortable atmosphere. If you have a brand new team of somewhat
inexperienced employees, then you do need to manage with more direction, all
the while taking full responsibility.
However, once everyone understands the goals and functions expected of
them, you need to back off and let them act as a true team. Basically, provide more direction and develop
the inexperienced group to become a strong team, and let the experienced well
functioning group act as the strong team that is already created. It is up to you to determine the skill set
and what you have to work with regarding experience and knowledge. Just make sure you make the right decisions
on your approach, and do not feel like just because you are the manager, you
are expected to re-invent the wheel.
Pride sometimes gets in the way because of the management title. You will be more respected if you do not try
to fix something that is not broke. Be
there in time of need, instead of micromanaging when it is unnecessary. It’s a win/win situation when you have a
strong independent team working closely together that does not need to be
closely supervised. This frees up time
for you to work on other projects that can enhance your department. Don’t feel like you have to hold all of the
cards for job security. Sometimes
managers feel they are no longer needed if the team is working like a
well-oiled machine. That is not the case
at all. In fact, you will be recognized
for the team you created and most likely given more responsibilities, thus
strengthening your position. It may even
lead to promotion. Just remember,
micromanagement won’t work when teamwork is, and should be, a priority.
35. Know as much as
possible of what your staff does daily.
For example, know how to take a customer call and document it in the
ticketing system, or know how to do the basic troubleshooting for repairs. It is human nature for leaders to devote
most of their time and energy on the functions they know and perform best. This can be a trap, and it is just a matter
of time before you find yourself in a situation where you should have been able
to perform the simple task. Keep a list
of all of your weaknesses pertaining to what you need to know, and address each
issue one-by-one. You should always seek
and strive for constant improvement.
36. Have a clear cut
organizational chart. Org charts give a
clear reporting structure for all employees to follow. For example, supervisor A and B report to
you, the manager. Supervisor A is in
charge of Tier 1, and supervisor B is in charge of Tier 2. It should also show your direct report. There is an example of an org chart in lesson
2 that you can use as a guideline.
37. Remember to
think in terms of cost and results. You
always have to balance the two together.
You have to look for ways to reach the goal with minimal cost.
38. Chart it out. Make sure you have a white board for mapping
projects, prioritizing tasks, sharing ideas, modifying schedules, making
seating arrangements, etc. This will be
a constant visual reminder for you and applicable staff to see.
39. Hire, then lead,
then monitor, then reward, and finally retain the right people. You will need to get the right people, know
their strengths and weaknesses, know what motivates them, know how to set clear
expectations, evaluate the persons performance, and when applicable, reward for
a job well done. If you understand how
to apply this information, your department will succeed and you will have a
better chance at keeping the good people.
All of these topics will be discussed in greater detail throughout this
course.
40. Brainstorm with
key members of your department or fellow managers. There is no reason you should feel you need
to come up with all of the answers, on the contrary, the more help you can get
the better. By brainstorming with key
staff members or fellow managers, new and positive ideas that benefit all are
usually the outcome. Hear the
suggestions, discuss the possible solutions, work on a plan that makes sense,
see if you have the necessary resources, think how you will implement the plan,
then write it and distribute it to all with clear-cut communication. Lessons 2 and 6 go into more detail on
planning and problem solving.
41. Create an
effective work environment. Ask your
employees what they need to perform to their optimum. It can be a process modification, better
tools to get the job done, and even to make their surroundings esthetically
pleasing. The goal is to create a
positive workplace with as much positive energy as possible.
42. Follow the same
process you expect your team to follow.
For example, if you expect detailed documentation to be entered into the
company database, then you should not cut any corners if you are the one
entering the information.
43. Keep upper
management and financial issues that are considered confidential to yourself. You might think you are showing off by
telling some company secrets, but you can get in trouble, not to mention the
person you told will always expect future information. This is especially important when it is bad
news.
44. Always be
prepared for meetings. Arrive a little
early, and have all of the documentation and notes you need for the
meeting. Make copies of the pertinent
documentation for everyone at the meeting if applicable. You can refer to your notes if you get asked
any questions you are not immediately able to answer. Practice and refine your speech if you are
expected to present. Practice saying
some quips that pertains to certain situations, telling clear and concise short
stories, and have a good joke or two to tell when the timing is right. Know when to shorten or stop a speech, and
most of all, be clear and precise. A few
choice statements will go much further than a lot of mumbo jumbo. Your ability to quickly communicate and have
answers to questions from your staff and upper management shows great
leadership skills. We will discuss more
about meeting management in lesson 7.
45. Post important
information on the wall using large-scale wall charts in clear view for all to
see. You and your team should take pride
in achieving the goals set. There should
be constant reminders around the office on what you are aiming for as far as
goals and objectives are concerned.
There can also be large boards for the most important customer issues,
work schedules, tips of the day, etc.
These charts and boards can also be in an electronic format such as a
monitor and reader board.
46. Fully understand
the goals of the company. Especially the
financial goals. You will get this
information from management meetings or from CEO announcements. You need to know the key short-term and
long-term objectives. You should be able
to answer questions from your staff that relate to these matters.
47. Fully understand
what upper management wants from you.
You need to be 100% clear and fully focused on what is expected from you
so you can lead your team to achieve these objectives. We will discuss more about company
expectations in lesson 2.
48. Under promise
and over deliver. It is better to be
honest and state how long a project might take, or if you’re not sure you can
do the project at all. Don’t just tell
your boss or upper management what they want to hear. You do not want to say you can have something
done by the end of the week, when you know darn well it would be near
impossible to complete. You do not want
to turn in poor work to meet a deadline.
By setting a realistic timeframe upfront, and if possible completed a
head of schedule - thus over deliver, not only will it make you look good, but
will also reduce some stress. Just be
careful not to push the requested project too far out in the future. For example, if you are requested to complete
a project in the next week, but you come back saying it will take one month;
you will look bad and not a team player.
You should be more compromising and suggest two weeks if you feel it can
be done in that timeframe. The optimum
scenario is to be able to adhere to the requested project deadline, but that is
not always the case. The point here is
that it is better to give a realistic timeframe and hopefully be ahead of
schedule, than to agree on a given timeframe and fail.
49. Make and meet
your deadlines. As previously stated,
meeting a deadline makes you look good as a manager who plans to get the work
done, and leader who inspires to get the work done. Never miss a deadline. Be known as the person who always gets the
job done right and on time. Map out the
project if needed by using a program like “Microsoft Project”. You can also just map it out by creating a
timeframe for each phase. Make sure you
prioritize the most important tasks. You
would enter these phases on the calendar by putting the project complete date
first, and then work backwards. This
will help you determine the true start date to be able to hit the project
complete date. Make sure to give
yourself some leeway and extra time for possible unseen or unplanned complications. If you feel there is a chance you might miss
the deadline, you would have to either modify the phases, or let your boss know
you will not be able to make the deadline, which would be the absolute worse case
scenario. Lessons 2 and 9 go into more
detail on basic project planning and project tools.
50. Have a good
understanding of the basics of a business.
You should know the functions of each department and how they
interact. You should especially know the
basics in finance, marketing and sales.
You want to be able to understand just what is being said in management
meetings. You do not want to feel like
you are blinded with science and have no clue on what is being discussed. Lessons 8, 9 and 10 are dedicated to business
basics.
51. Be able to
report the statistics that matter. A
good leader understands the value of statistics, and a good manager understands
the data that matters. You can be sure
your boss or upper management will expect you to give reports on your
department’s performance. You should add
data you feel is important, and eliminate the data that is redundant or not
important. These statistical reports are
your report card, and you always want to strive for an “A.” You need to make sure the data is 100%
accurate, whether the results are good or bad.
If the results are good, you help justify your job as manager and will
get a good pat on the back. If the
results are bad, you have the data to back up what you need to be able to
improve. For example, if you have long hold
times in your customer service department, and you have absolutely structured
your department to its optimum, you can justify hiring more staff. The stats don’t lie and you absolutely need
to master all departmental reports.
Although lesson 2 gives reporting examples you can use as a guideline,
it is highly suggested you become extremely proficient working with
spreadsheets.
52. Hold a meeting
with all of your staff on the first day.
If you are new to the company or department, you want to establish
yourself from day one. Introduce yourself and give them a brief history of your
previous work experience, tell them what upper management expects you to do, go
over the vision you have for the department, and what it is you expect from
them. Let them ask questions, and take
notes with immediate follow up to any questions you could not answer
upfront. Give a quick summary on all
that was discussed. Thank them and close
the meeting in a professional manner.
Make sure they leave the meeting with the feeling that the future looks
good. This will instill confidence and
break the ice so you can get started on making your mark.
53. The first few
months on the job… Make sure you meet
with key people within your department, ask a lot of questions, and take notes
of their suggestions. Take these
suggestions and incorporate into new policies and procedures if
applicable. It builds rapport and your
staff will start feeling like you are going to make some positive changes. This works great if you are following a
manager who has not done such a great job.
Be careful with this approach if you are following a manager who was
loved and respected. Also, turn on your
radar to find the complainers who will try and drag you down, as well as the
good people who will work hard. Make
sure you tell the good people how much you appreciate all of their hard
work. Don’t ignore the complainers,
however, at least make some small talk.
They just might have some insightful information that can help improve
processes. Last of all, make sure you
nail your first assignments and meet the deadlines given by your boss, no
matter how many hours you have to work.
You should always meet your deadlines, but it is imperative y
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