What makes a good manager?

1. People Skills. A good manager knows how to communicate with his or her staff in a way that is motivational and inspirational. It is very important that your actions as a manager don't undermine what you say to your staff. Courtesy and respect with encouragement, availability and proper training will create an atmosphere in the workplace where the staff want to work hard and achieve. If, as the manager, you think of your subordinates as inferior to you, they will very quickly sense this, resent it, and not perform as well as they could. Even thinking in terms such as 'subordinate' is a slippery slope. Rather consider your staff to be part of the team, each with their own role in the organisation.


2. Setting high, but achievable, targets. An effective manager will be aware of all his staff's capabilities and will set challenging, but achievable, targets and performance measures. If a member of staff feels overwhelmed by what is expected
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   What makes a good manager?
   

   1. People Skills. A good manager knows how to communicate with his or her staff in a way that is motivational and inspirational. It is very important that your actions as a manager don't undermine what you say to your staff. Courtesy and respect with encouragement, availability and proper training will create an atmosphere in the workplace where the staff want to work hard and achieve. If, as the manager, you think of your subordinates as inferior to you, they will very quickly sense this, resent it, and not perform as well as they could. Even thinking in terms such as 'subordinate' is a slippery slope. Rather consider your staff to be part of the team, each with their own role in the organisation.
   
   
   2. Setting high, but achievable, targets. An effective manager will be aware of all his staff's capabilities and will set challenging, but achievable, targets and performance measures. If a member of staff feels overwhelmed by what is expecte
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      Next thing you know, you've got problems: You discover the system doesn’t work as well as you’d hoped. You call Customer Service, but can’t seem to get the help you need. So, you decide to switch services. But to your dismay, you discover you’re going to lose a lot of money if you switch now because you’re locked into a contract. as a manager don't undermine what you say to your staff. Courtesy and respect with encouragement, availability and proper training will create an atmosphere in the workplace where the staff want to work hard and achieve. If, as the manager, you think of your subordinates as inferior to you, they will very quickly sense this, resent it, and not perform as well as they could. Even thinking in terms such as 'subordinate' is a slippery slope. Rather consider your staff to be part of the team, each with their own role in the organisation.
   
   
   3. Setting high, but achievable, targets. An effective manager will be aware of all his staff's capabilities and will set challenging, but achievable, targets and performance measures. If a member of staff feels overwhelmed by what is expecte
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      inates as inferior to you, they will very quickly sense this, resent it, and not perform as well as they could. Even thinking in terms such as 'subordinate' is a slippery slope. Rather consider your staff to be part of the team, each with their own role in the organisation.
   
   
   4. Setting high, but achievable, targets. An effective manager will be aware of all his staff's capabilities and will set challenging, but achievable, targets and performance measures. If a member of staff feels overwhelmed by what is expecte
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      • A system to remember your presentation so you don’t have to read your notes • A technique that helps you take a project, see the big picture, focus on the key areas and understand all the inter-connections • A means of making note taking from journals, books, e-articles, quicker, more logical, better organised • A m
      sation.
   
   
   5. Setting high, but achievable, targets. An effective manager will be aware of all his staff's capabilities and will set challenging, but achievable, targets and performance measures. If a member of staff feels overwhelmed by what is expected of them, it will be very demoralising and stressful for them. They will feel bad about their performance not measuring up and may well look for a job elsewhere. Conversely, if too little is expected of a person, they will become bored and waste time chatting, emailing or surfing the net.
   
   
   6. Decisiveness. A good and effective manager is willing to make decisions and carry the consequences of those decisions. With a clear direction most people will work effectively. Wishy-washy decision making leads to no clear direction so no-one knows how to work effectively.
   
   
   7. Enthusiasm and vitality. As the manager, your enthusiasm for the work and the company can be inspirational to your staff. Where enthusiasm is catching, so is disinterest and boredom. To have the most productive workforce you need to set an example they can emulate.
   
   

   Over my long and varied career I have had the pleasure of working for some excellent managers who drew out the best in me. I have also had the misfortune to work with some very