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Our guest blogger is Lonnie Martin, Vistage Chair. For more information about Vistage, please visit http://www.vistage.com.
I wonder how many times I’ve been asked what leadership is all about?…many, many times. My answer always includes that oft spoken yet vague cliché “leading by example” that I picked up along the way of my life and made my own. I decided to think the other day what that phrase means beyond the obvious.
I played on a lot of sport teams in my life, and probably the first time I heard “lead by example” was from one of my coaches. You could guess how a coach uses the phrase to mold behavior, e.g. come to practice on time, run hard to 1st base on infield hits, wear my uniform right, etc. But the phrase stuck with me…and that’s because my leadership style has been to not ask something of an employee that wasn’t both important (in my view) and that I wasn’t willing to do myself.
Plus, when I used that phrase I also hoped my employees would embody all those attributes of myself that I considered to be my “good qualities.”
It was only much later when I realized I might also be unthinkingly setting the example of my less good traits.
In fact, we do lead by example. People pay attention to what leaders do in ways large, small, and even very small. The examples and patterns we purposely, or inadvertently or unconsciously, set in their eyes might be good, or less good, or even bad with respect to what’s required to operate a company, to serve customers, to interact with each other, to accomplish individual and team goals, etc.
I do indeed believe leadership is leading by example, and actually, maybe it’s only about that—what part of running a business, or department isn’t encompassed by “leading by example?”
But are you self-aware enough about how you go about your business and personal life so everybody has a chance to observe and mimic what’s important to you? The list of things we do to set examples, and that people observe about us is endless. Are you on time? Do you listen well? Are you organized or disorganized? Are you detail oriented? Do you follow up promptly? Do your meetings have agendas? How do you treat customers? How do you deal with stress? Etc., etc., etc. ad infinitum.
There are no right answers about the very many best practices in running a business, and different businesses may need or want practices others don’t want. But as the leader you do need to think deeply about all those practices you believe serve the business the best, and then live all of them all the time to the best of your ability so your employees understand the basis of your expectations. And you need to always be on the search for “better best practices” than you even know (which is one thing a Vistage CEO peer group is great at uncovering).
There’s been a long running “nature-or-nurture” debate as to whether leaders are born or can be molded/made. My conclusion is that the best leaders are the most self-aware and think the deepest about all those individual traits (we often call that culture) and practices that a business needs to consistently practice. And in my view, both can be learned and/or decided…we need not count on Mother Nature to randomly anoint good leaders.
If you’re not a good leader then either you haven’t thought too deeply about what cultural traits/behaviors the business needs to be successful, or your own behavior is not consistent with that culture leading to confusion among the troops. One of the most important examples for a leader to set is to not let the organization deviate from that culture through benign neglect or compromise.
We have all been touched in some way by the economic downturn in our region, professionally and personally. Many have felt the cold hand of fate grabbing at our dreams and plans for our future/ business and personal goals. Companies that stayed open dealt with the uncertain business landscape in a variety of ways. Some CEO’s laid off long term employees to avoid the negative spiraling bottom line results. Other CEO’s modified positions, changed responsibilities and tried to right size the operation the best they knew how. And, there were those CEO’s who closed their doors completely; the burden was just too large to manage. Those days were very dark, doubtful and relentless. I am sure many leaders sat at their desks alone and wondered, “Did I make the right decision? Could I have done something different? Would the business outcome be different? What if…., Where do I turn? Who can I talk to?”
Today, hope for our business future is taking shape again. We are seeing a resurgence of focused energy and innovation from our leaders. It finally feels like a spring day—the sun is out and the birds are singing. People are smiling again. However, the economic downturn has left a deep scar that may never fully become invisible. I like to call this period of new growth a Period of Reengineering.
CEO’s have a fresh start, a new look at their organization and workforce. They can once again begin to build a thriving and prosperous business and create a positive and engaging employee culture. Vistage International can become that voice, that resource for executives and business owners who supports and guides them through extremely uncertain business decisions. The time is now to reach out, seek guidance and support from a confidential, peer advisory group of CEO’s.
Vistage International brings together successful CEO’s, executives and business owners into private advisory groups. Each group is purpose-built to help members help each other improve the performance and outcomes of their business and personal lives. Vistage International works with each CEO to be a better leader who can make better decisions and get better results. In fact, they have helped over 75,000 members since 1957 when they began. And the support does not look at one dimension of a CEO’s life; the business. Discussions also center on a person’s health and personal life—it is strongly believed that the “whole person” adds to the strategic direction of a company. If issues are present in any of the three categories listed above, they are freely discussed inside the confidence of a member meeting.
Although peer advisory groups are a great help towards success, leadership and management trainings and assessments should not be ignored. These tools allow those in management to be aware of their strengths and weaknesses, ultimately allowing them to build upon their skills.
For more information regarding Vistage International and e-VentExe, please call Amelya Stevenson, M.A., SPHR-CA Vistage Chair and owner of e-VentExe, a full service Human Resource Consulting Firm at 916.458.5820.
Founded in 2000 by Amelya and Craig Stevenson, e-VentExe provides businesses with strategic and compliance human resources tips and techniques, organizational effectiveness (or ineffectiveness) and overall strategic and healthy cultural influences in the workplace. We also make HR administration easy for small businesses with our eBasicHR and Compliance package. At e-VentExe, we keep the “Human” in Human Resources. Let us show our dedication to you! For more information, please visit us at www.e-ventexe.com,“LIKE” us on Facebook or follow us on Twitter!
Spring has sprung! Spring is a time for renewal and rebirth of life and energy—plants and flowers begin to sprout and bloom, the annual “spring cleaning” spree ensues to remove unnecessary materials collected during the winter hibernation months, cleansing of the mind and body are encouraged. As such, spring is an essential time for leaders in organizations to review, rethink, and rejuvenate their overall culture by reevaluating their own skills.
Those holding leadership positions should ask themselves, “What can I do to make my organization better?” This “spring cleaning” may include tactics, ideas, strengths and weaknesses.
- Tactics: As a leader, making strategies and planning (whether long-term or short-term) are typical functions. Tactics on how to perform these strategies must be considered—what’s working now? What worked in the past? What have I done that seems to be working? Sure, every situation is different and plans need to be adjusted, but you, as a leader, must decide and eliminate strategies that may not be working (e.g. plans that are outdated and cannot reach the same caliber as current trends). In cases when sudden incidences rise without any warning, leaders must be quick and think on their feet without breaking a sweat.
- Ideas: Has your organization hit a plateau where innovation is nonexistent? Think outside of the box! Be inspired by creativity and if your ideas fail, at least you were brave enough to throw out suggestions that may seem out of the norm to others. After all, every accomplishment starts with the decision to try. With leaders making innovative and creative decisions, they can set a precedent for their employees to do the same; ignite the spark for creative thinking and see the results in action!
- Strengths and weaknesses: To be the best leader you can be, strengths and weaknesses must be acknowledged and carried out. Self reflect on what you need to work on and try tackling them a little bit everyday. If you want a more in-depth tool for seeking out your weaknesses (and strengths), consider conducting, or ask HR to conduct, a 360-degree feedback to see what your peers think of you and your effectiveness as a leader.
Keep a fresh open mind and see what you can accomplish for your organization. Now that spring has sprung, how are you planning to “renew” your leadership skills?
*e-VentExe is a full service human resource consulting firm specializing in leadership training and development. If you’re interested in conducting a 360-degree feedback, we can assist you in the process. Follow us on Facebook and/or LinkedIn to learn more about our company and see what interests us!
The New Year is an exciting time for rejuvenation—for self and business. As such, resolutions are made, but how long do these resolutions actually last? We see gyms overcrowded for the first few months into the New Year with individuals trying to change their lifestyle, we see leaders jump-starting a new out-of-the-box campaign or company process with enthusiasm in hopes that it will last the entire year; but sadly, most resolutions are not long-lasting. Motivation and perseverance play a vital role in keeping goals and resolutions. For business leaders, the New Year is a time for reevaluating their tactics, attitudes, and beliefs to better themselves and their organization.
Some considerations for leaders include:
- Effectiveness as a leader: What are some things you should stop doing this year that will make you more effective in your role? What are some things you can begin doing or implementing?
- Self-limiting beliefs: What beliefs are preventing you from achieving your goals?
Learning about your strengths and weaknesses can guide you through these questions. There are many tools that can assist you in recognizing these such as assessment tests (more advanced and validated), self-reflection, or observations from others about yourself.
Maybe your lack of team work and collaboration is holding you back from communicating effectively with your employees and managerial team. Utilizing assessment tools can help you recognize this and give you a detailed and user-friendly explanation to guide you through this behavior.
The first step towards achieving goals and/or resolutions is always the simplest; you just do it. Next, you have to mentally change and implement the behaviors—this is not a one-time process; this might take weeks, months, or even the entire year. But you must practice it in order to change your mindset and receive positive results.
This is where many individuals fail to uphold their resolutions: they do something once and say to themselves, “This is easy. I can do this everyday.” But the fact is: sure, it can be easy if you do it for a short-period of time, especially right after the holidays when motivations to keep resolutions are high. What about after a month when things in your life and/or organization begin to pick up? Will you be able to keep your resolutions or goals? The only way to keep motivated is to practice, practice, practice! Ingrain your resolutions/goals into your daily routine.
To be the greatest leader you can be you must understand yourself and the individuals you work with at your organization, as well as maintain business acumen. With that said, are you still continuing your business resolutions/goals?
*e-Ventexe is a full service Human Resource consulting firm in the Greater Sacramento region with superior knowledge on assessment tools. To learn more about how these tools can be beneficial to your organization, please call us at 916.458.5820.
Crowds of people zooming past one another, baby strollers rested along racks of clothes as mothers and fathers shop, lines zigzagging throughout the store—the holiday season has crept up once again. The National Retail Federation’s 2012 survey confirmed more than 88 million consumers shopped in-stores and online on Black Friday. Amidst all the hustle and bustle, how are top retail leaders and managers planning to beat the “holiday burnout” in terms of keeping employee morale and productivity up during the holiday season? Long hours, employees calling in sick last minute, gift returns, etc., calls for copious amounts of stress. Although the feeling of being burnt-out can not be completely eliminated, here are some tips to help avoid becoming an overworked, overstressed Grinch at the workplace.
1) Plan early! Plan months, weeks, or even days in advance. This can include plans for keeping the staff engaged with customer service, the number of store associates working for each shift, the number of hours for each shift, the number of employees stationed at each department, etcetera. By planning in advance, chaotic situations may be minimal which in turn alleviates stress levels for all parties.
2) Always develop a strategy in case incidences happen unexpectedly. For example, if a customer spilled coffee all over the tiled floor in front of the Women’s clothing department, what actions would be taken? Who will take the initiative? Would it be the shift leader who was upstairs in the Men’s department when the spill happened? Or the sales associates who was standing 10 feet away from the spill? In simple incidences such as this, delegate a plan such as, whichever employee saw the spill first is responsible for cleaning the mess. If a customer notices the spill and informs an associate, have that associate take the initiative to ensure other holiday shoppers are not harmed. Take the appropriate measures to develop strategies (even if they are on the spot) to ensure a pleasant shopping experience for all customers and staff. In this incident, a lawsuit may have been avoided.
3) Have a plan for employee absence and call-ins. It is inevitable; employees will call in or not show up for their shift. If an employee calls-in last minute because s/he can not work a shift, what would happen? Extend an employee’s shift who is currently working? Go through the call schedule? If you are unexpectedly short of staff, always begin recruiting within the store, and then reach out to employees’ who are not scheduled to work. The last minute call may make any shift leader want to pull his/her hair out, but there’s always someone looking to make more money. And better yet, if your store holds your employees to the highest degree, then they may willingly want to help the store when short-staff problems arise.
4) Communicate with the entire team daily. Set up regular short meetings to ensure everyone is on the same page. This will make sure all staff (in all departments) is in sync with the latest news, changes, etc., which ultimately eliminates confusion. This may also increase an employee’s sense of self-worth; it promotes productivity and gives the employee a sense of belonging and importance in the company because the supervisor(s) allotted time to check up on him/her.
5) When on the sales floor, always pay attention to surroundings. Step in when needed to ensure the store runs smoothly. After all, the more chaotic the store, the more stressed managers feel. For example, if a cashier is having difficulty with ringing up an item, don’t feel pressured to “hurry up the line” and push the employee out of the way—this will show the employee management does not care, or worst, think s/he is a nuisance or a useless body. Instead managers should greet their cashier first then solve the issue collectively; this will show the employee that store leaders regard them as a human-being and it also promotes team work and problem solving strategies.
Follow these 5 tips and celebrate the holidays with ease.
*e-VentExe is a full service human resource consulting company in Northern California specializing in training & development, recruitment & retention, and outsourcing & compliance. Our consultants collectively have over 60 years of professional experience in HR, 30 years specializing in retail. e-VentExe is dedicated to meeting and exceeding clients’ needs.
For the next several months, e-VentExe will be spotlighting one “Super-Career” woman every month, allowing her to tell her story about how she entered the corporate work world. Read about the struggles, sacrifices, highlights, and rewards these women faced while climbing the ladder towards success. This month, with our focus on retail, we continue our series with Joni Enders, who is currently a retiree devoting her time as a volunteer for Call Kurtis, a CBS Sacramento program.
25 years ago, a successful career woman had to figure out how to compete in a male-dominated world. Women couldn’t show any signs of weakness; they were constantly putting on their “game face” to show men they could do anything as good, if not better. They dressed the part to be at the boardroom, i.e., suits and ties. The Super-Career woman had to balance her personal life with her work life—at the workplace, dresses were replaced with slacks, femininity replaced with sternness all in order to strive to the top. The strenuous struggle to rise the corporate ladder may have seemed daunting, but to these “Super-Career” women, who lived double lives, it was the norm. Now, as young females are entering the workplace, what advice can these “Super-Career” women give to the younger generation? The world for woman today is different, however mistakes can still be made as a women rises to the top of a competitive workplace.
Joni, who has always been a personable individual and had a knack for fashion began her career in retail as a student working part-time as a store associate at the department store, JCPenney. Although she loved clothing and interacting with others, Joni was first interested in law and contemplated continuing her studies in legal issues while working. However, Joni saw great potential and opportunities with JCPenney and continued her career in retail stating it was where she belonged. Joni was a part of JCPenney for nearly 40 years, retiring merely two years prior; what once started as a simple part-time gig spiraled into something much greater: the dream career of overseeing several JCPenney stores.
With Joni’s go-getter attitude, she moved up the ranks and did not recall ever reaching a glass ceiling. She considers all the opportunities she was given a learning experience. Although she had the chance to fulfill higher career roles (district manager), she was content with being a store manager in Wichita, KS. and then in Sacramento, CA.
In terms of balancing both her work and personal life, Joni delegated her time to each. She decided which one was going to require more of her time. Joni recalls that for the holiday season, her family knew she would be busy so she devoted a great amount of time to her work; it was her job and her family was aware. However, Joni believes one must always reserve time for personal life matters as well, stating that communication is necessary.
Jonie, who is extremely happy with her career outcome at JCPenney states she does not have any regrets. She was fortunate to have great positions and mentors who supported her early in her career. The only mistake she recalls is giving employees too much opportunity in order to succeed within the company; she had a tendency to allow people to work longer even though the job was not cut out for them. Joni recalls that in the end, it did not benefit the company or the individuals involved.
From her experience, Joni has a few pieces of advice for those who are new to the workforce. She states that one must find a career that is incredibly rewarding and fulfill one’s needs. Joni believes mentorships are very important; she believes a mentor provides support and acts as a confidant. Not only should one seek a mentor, one should also be a mentor. She also believes one must find a way to stand out from the crowd. Joni stresses that knowing one’s audience is vital because one must know who and how to speak to specific individuals. By knowing one’s audience, there is a greater potential of acknowledgement.
For a detailed Q and A about Joni, read below:
1) How long did it take you to reach to the top of the corporate ladder?
It took me about 29 years [to be a store manager]. I was on the District Staff where I was a District Market Merchandiser in both San Diego and Hawaii. For Hawaii, I was in charge of deciding what Moo Moo dresses we would sell in the stores. From the color, print, style, etc.
2) Did you change yourself to fit into the career world?
Yes, you have to. You have to know your audience. As a leader, I made sure my presence was appropriate. I asked a lot of questions. Internally, you’re always the same person, but you have to change yourself depending on who you’re dealing with and what position you have.
3) If you could do it all over again, would you do the same thing?
That’s a tough one, I don’t know that I would change anything, I grew to become the person who I am now and I am extremely happy with the outcome. Jcpenney provided me with great opportunities and learning experiences. Not sure if I would be happy in law compared to retail. With my go-getter attitude, retail was perfect because there was always something new.
Amelya Stevenson, SPHR-CA is the owner of e-VentExe, a full service human resource consulting company located in Northern California. Earlier this year, e-VentExe created their own document detailing what it takes to be a superstar manager. Here’s the official video to the first part of the oath!
For the next several months, e-VentExe will be spotlighting one “Super-Career” woman every month, allowing her to tell her story on how she entered the corporate work world. Read about the struggles, sacrifices, highlights, and rewards these women faced while climbing the ladder towards success. Our first “Super-Career” woman, Alison Campbell, is currently a Medical Unit Manager for nurses at Travelers Insurance Company.
25 years ago, a successful career woman had to figure out how to compete in a male-dominated world. Women couldn’t show any signs of weakness; they were constantly putting on their “game face” to show men they could do anything as good, if not better. They dressed the part to be at the boardroom (i.e., suits and ties).
The “Super-Career” woman had to balance her personal life with her work life—at the workplace, dresses were replaced with slacks, femininity replaced with sternness all in order to strive to the top. The strenuous struggle to move up the corporate ladder may have seemed daunting, but to these “Super-Career” women, who lived double lives, it was the norm. Now, as young females are entering the workplace, what advice can these “Super-Career” women give to the younger generation? The world for women today is different; however mistakes can still be made as a woman advances in a competitive workplace.
Alison’s climb to reach where she is now in her career was not an easy or predictable path; she recalls hitting a glass ceiling in her career. Having both a Bachelor’s and Master’s degree in Nursing, she began as a clinical nurse, to a hospital nurse and finally to a corporate nurse, even owning her own business as a legal nurse consultant along the way.
During Alison’s career, she devoted her time to her work and her family, stressing that both are important and need attention. Alison has always had a driven attitude, constantly learning something new and applying it into her everyday life. Therefore, in terms of balancing work and family, she believes in making adjustments and never giving up on choosing one over the other. Alison believes the most important thing a career-oriented mother can do is make sure the extra time and energy she is devoting to her work is strategic (i.e., down the road it is going to mean something).
Although Alison does not regret anything she has done because she loves her industry and profession, she wishes she had sought out more sponsors as well as completed her education early (before she had children).
Alison’s advice to young females currently in or are about to enter the workforce includes networking, having mentors and sponsors, and working for an organization with matching culture and core values. She believes females should definitely network with everyone and build relationships face to face (albeit social media is on the rise). Alison stresses that women must be comfortable networking with others because they never know where these connections will lead and often times it is about who an individual knows.
Alison has a positive outlook for the future of women in business stating that she believes women have joined the workforce in every level and more of them are needed at the top to mentor the females entering the workforce.
To learn more about Alison’s career path, read below for a detailed Q and A:
1) Did you find it difficult to compete for jobs in a male-dominated world? What did you do to make yourself stand out from the rest?
Yes, I had a high degree of technical expertise and I networked with men and women. So you have to network because you could be the greatest technical expert but if a lot of people don’t know it and if a lot of people in executive management don’t know it then you can’t move ahead. So I would say the other thing I did was that I self promoted some projects to executive management and they let me do them.
2) How long did it take you to reach to the top of the corporate ladder?
I’m not really at the top, but I would say it took me 10-12 years. By the time I was 32, I had my own business as a legal nurse consultant and I worked for a large corporation doing what I loved to do. Now I wasn’t management yet, but I already made the transition. And it probably [took me ] 15 years for management…that’s old school, that’s when they hired people into management with the highest technical expertise in an area; they don’t do that anymore but back then that’s what they did.
3) Did you find it to be a struggle? If so, can you recall any obstacles?
Yes, men have a network that women were not part of. For example if you are a woman and you don’t play golf, you might not have the networking that you want because the guys are all exclusive. Another barrier was that there weren’t any women for me to network with or be my mentor or sponsor, so I had to find a way to be useful at work and they didn’t discount me because I was a women or discount me because I was a nurse.
4) Did you change yourself to fit into the career world?
I think that I changed how I communicated and who I communicated with. So when you first start out at a corporation, you’re afraid to communicate with executive management and I got to a point where I was no longer afraid to do and was comfortable talking to them. To get comfortable talking to top executives, I did a lot of self self-education, so I read a lot of books on leadership, and I networked so I would know someone who was comfortable and close to the executive.
I think one of the things you must do–you might not overcome it—but you must manage it is that you must do things that are scary to you, like taking on a lot of responsibility that might be scary (i.e., taking on large projects, taking on extra work). You can’t be afraid of it; you just have to do it.
5) How did you balance your personal life with your work life?
I did not balance it and here is the thing: you have to do what you love. There are times when a work project may take a lot of your time and there are times in your life when you devote time to your children. Every person has to make that decision for [herself/himself]. But I’ve worked until 2:00am and my children were fed and well taken care of and were asleep, but I was up working because I wanted that to happen. I remember locking the door upstairs and my husband would be watching my 3-year-old, so that I could talk to an attorney and he wouldn’t hear children in the background because that was my job; you make strategic sacrifices.
6) What were some of your mistakes along the way to your ideal career goal?
One of the things career woman must be aware of is their perceptive (i.e., if they walk away from a room, what are the top three adjectives the executives or the people handing out the bonus, what are they going to say about you?) I relied very heavily on my technical expertise and as a nurse and as an administrator and I probably didn’t put enough emphasis on the fact that I am a very good manager and that I have a lot of emotional intelligence. From day one in your career, you always have to think about: what is the perception I want to portray?
Attention Managers! Here at e-VentExe, we are “rounding up the troops” and initiating our very own set of guidelines to becoming a Superstar Manager! Ever wondered what makes a great leader? Sure, anyone can manage, but not everyone can be a great manager. Do your mind, body, and company good — challenge yourself, commit whole heartedly to the responsibility of being the best manager for your company, for your employees, for yourself. Take the exclusive Manager’s Oath.
The Manager’s Oath has three components: The Manager’s Code, The Manager’s Promise, and the Manager’s Law.
THE MANAGER’S OATH
By committing to the Manager’s Oath, you are entering into an exclusive circle of committed members to uphold the below oath without question and with full purpose and vigor. Please raise your dominant hand and repeat the below bullet points;
As a Manager I will do my best to:
Be clear and concise.
I will express my thoughts, ideas, and wants in a straightforward manner, while also being respectful. I will support open communication among all members. I will encourage my employees to ask questions in order to create a safe environment for learning and self improvement.
Be careful with my language and gestures.
I will prevent any discomfort, mentally and physically, between myself and my employees. I will not harass, harm, or threaten my members in any way. I will not show any favoritism. I will not speak out of character when I am frustrated or stressed. I will provide a workplace where my employees will feel happy, comfortable, motivated and enjoy coming into work.
Be considerate of my employees.
I will treat my employees like how I want to be treated. I will praise them for their efforts and accomplishments. I will provide constructive criticism and encourage them to continue their hard work, so they feel confident to carry forward their responsibilities.
I will not take all the credit when a project succeeds. I will get off my high horse and shower my employees with meaningful and transparent compliments. I will ensure my employees feel appreciated and respected for the person that they are and grow to become.
The Manager’s Promise
On my honor I will do my best,
By giving your word, you are promising to follow the ideals of the Manager’s Oath. You will put in a considerable amount of effort to live by the points depicted in the Oath. You will measure your accomplishments with your own standards and follow your best judgments, uninfluenced by peer pressure or selfish ideals.
To do my duty to my employees and my company.
You will provide your employees with the necessary training needed for them to succeed and grow within your company. You will create a connection, as well as be approachable to your employees. You believe in building trust and sincerely listen to your employees’ problems, always finding ways to help. You will invest time and mentorship in employee development so that future career opportunities may be presented to your employees.
To be a great and dedicated manager at all times.
Many people look up to you for your skills and leadership persona. Your joyous smile, sense of humor, and words of encouragement make your employees work harder. They will do their best to see you succeed and make you look good among your higher peers. You will challenge your employees by delegating responsibilities to keep them motivated. By helping out whenever possible, you are doing your part to make your company better.
To keep myself physically engaged.
Be aware of what is going on with your company and employees. Be the person employees can count on for relevant company questions. Keep your commitments, and be true to your employees and yourself. Be realistic about workplace growth plans and solubility.
To be mentally intact, and morally sound.
Broaden your mind in the workplace and outside of the business. Always be curious about everything around you, and try to incorporate what you learn into everyday leadership practices. With an inquisitive demeanor and the eagerness to learn, you can be much more intact with your surroundings and your role in the company. In order to be the best manager you can be, your business relationships with others should be open and sincere. You should value and defend the liberties of your employees. Remember your actions speak louder than words—always use your best judgment in the workplace. Furthermore, if you don’t have anything nice to say, then don’t say anything at all—use appropriate language in front of your employees. They will respect you.
The Manager’s Law
A Manager is:
- HONORABLE—You tell the truth and keep to your promises. Your employees can depend on you. You are true to your company, employees, and peers.
- HELPFUL—You want to alleviate as much stress on yourself as well as your employees. You will always delegate appropriate responsibilities to your members.
- COMPASSIONATE—You are earnestly interested in others. Not only are you a manager, you are the first one to talk to when employee problems and conflicts arise. You seek to understand your employees. You respect your employees, and are tolerable and understanding of beliefs different from your own.
- KNOWLEDGEABLE—You are an expert in your field. You are the main point of contact for questions and concerns. You must be well-versed in company procedures and goals. You must be able to answer questions pertaining to your department and company.
- OPTIMISTIC—You look at the glass half full. You smile when given tasks. Even if you’re having an off day, you try to make the best of it with positive vibes. You never blame your mistakes on others. You motivate others to be happy and succeed.
- DRIVEN—You want to be the best leader you can for yourself; everyday you encourage yourself to be strong and see it as an essential component for achievements.
- CALM—You know how to play it cool when the pressure is on. You never blatantly show frustration or break down in stressful situations. You always want your employees to feel assured that everything is running smoothly.
- COMPETENT — You are a problem solver. You face challenges head-on.
- INNOVATIVE— You envision success at all times. You see the big picture and follow through.
*e-VentExe is a full service human resource consulting company located in Northern California and provides services in outsourcing & compliancy, recruitment & retention, training & development, and assessment tools.