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    How to Be a Good Manager
    How to Be a Good Manager
    How to Be a Good Manager
    Ebook122 pages1 hour

    How to Be a Good Manager

    By Kimberly Peters

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    About this ebook

    There is much more to being a good manager than hiring and managing employees. Managers are often pulled in many directions at the same time and their ability to handle everything properly and efficiently is critical to their success.

    Managers must also learn to create the proper manager/employee relationship so that both the manager and employee function at their highest levels.

    "How to Be a Good Manager" shows you simple yet extremely effective techniques designed to increase productivity, reduce stress and help design the very best work environment possible.

    We take you through the entire process step by step and show you how to achieve more with less effort and how to get the most out of your employees while making them want to work harder for you in the process!

    "How to Be a Good Manager" is a must for any manager or manager to be who wants to achieve more and become more effecitve in their position.

    LanguageEnglish
    PublisherKimberly Peters
    Release dateJul 20, 2015
    ISBN9781516318957
    How to Be a Good Manager

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      Book preview

      How to Be a Good Manager - Kimberly Peters

      All rights Reserved 2014

      Other Books

      by Kimberly Peters

      ––––––––

      Relationship Kick Starter

      How to Be a Good Employee

      ––––––––

      Disclaimer

      Let’s get this out of the way before we get started! Every situation is different and every person is different as well. That being said, there is no one perfect cookie cutter approach to everything in life and becoming a better manager is one of those imperfect things. Therefore, it is the responsibility of the reader to ascertain which parts of this book, if any, apply to his or her particular situation. The use or application of any or all parts of this publication is strictly the responsibility of the reader. The author, publishers, distributors or resellers of this book are not responsible for the use or application of any or all the information contained in this publication.

      Introduction

      I’m glad you decided to at least start reading this book. Over the years I have interacted with many managers who would never even consider looking for any kind of help or guidance. And their performance and results suffered very much for that attitude. Just by being here with me on this page you have showed potential far above many other managers. So please take pride in that.

      Many managers feel that they have worked hard to get to where they are in their careers and that others should be waiting in line to do their bidding or bow to their every request. We all know that type and again, because you are here you probably are not one of those types. That’s good news as well.

      But even more managers feel that the entire responsibility of making the manager-employee relationship work lies strictly with the employee. It is their responsibility to do a good job and it is their responsibility to make sure everything runs fine and that the results are the best they can be. Their attitude is that as long as the employee is being paid, they should do their best and if they don’t, it’s their fault.

      Unfortunately, that attitude should have gone the way of the horse and buggy because it is no longer relevant. Both the manager and the employee have an equal responsibility in making their relationship work to the best of their ability. Only when both sides try to work together is it possible to get the best results and the best production.

      In this book we will concentrate on what the boss, manager or supervisor should do in order to create the very best relationship with the people who work for them. We will discover what employees want and don’t want and also the things they appreciate and find useful. By knowing this information almost everyone will be able to make subtle changes to how they approach their position. The result is usually immediate improvement in both results and employee satisfaction.

      One quick thing before we get started. We know that many people who read these kinds of books do so because they feel they have an immediate problem or need that needs to be addressed now rather than later. Because of this, they usually tend to skip right to the parts of the book they feel will give them an immediate answer to their situation. While that is perfectly understandable, sometimes when you skip ahead, you do not get some of the information mentioned earlier in the book and this can limit your understanding of what you are reading now.

      We developed a system that solves that problem very easily. Every chapter in this book is written as a standalone unit that can be read on its own or as part of the entire book. We will give you everything you need to understand that chapter and it will be contained within that chapter. This might require the same information to be repeated two or more times within the book.

      So if you come across something you believe we already covered, it is because that same information was discussed in a different context. The great part of this process is that this is often some of the most important or valuable content and repetition allows you to remember it more clearly as well as being able to retain it for a much longer period of time.

      To get the most out of this book, we suggest reading it through from start to finish. If you do need to go right to a specific part, that’s just fine. But after you have done that, go back and read it from cover to cover so that you do not miss anything. Read it chapter by chapter and stop after every chapter to figure out how to apply that knowledge to your own job or situation. This makes the information come to life when you see it in terms that actually apply to you.

      Then take the information you now possess and implement it into your daily life. You can start small by implementing just one or two strategies or concepts at a time. Work at them until they become habits and then integrate something else until that becomes habit. This is the best way to make any change successful. Slow and steady progress is much better than trying to do too much too soon and becoming burned out in the process.

      This process has been shown to give you the very highest degree of success possible. Follow the process to the letter and you will see the results almost immediately!

      Now, let’s get started!

      Communicate Well

      If you were to ask employees what skills they value most in a boss or a manager, the ability to communicate effectively would rank high on the list. While some managers think all they have to do is yell or command that something be done, good managers understand the need to be able to communicate what they want and how they want it accurately and effectively.

      Even the best employees can only do a good job when they know what they have to do and the way they have to do it. When this is explained to them accurately and carefully, the chances for a great result are infinitely better. It is when an employee is left to connect the dots so to speak that things usually go wrong.

      A good manager understands that people require different amounts of direction. |While some of your employees will be able to take a rough idea or concept and run with it, there will be others who will need to be taken by the hand and given step by step directions showing clearly what you want or expect. This does not mean these people are poor employees; they just have a different level of understanding.

      Good managers also understand that confusion or misdirection costs us

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