1. The highway can be a lonely place

Once upon a time, in a company or government agency or association, in a city or state or nation not so far away, an aging or middle aged or younger operations or business or sales executive or manager became so subconsciously convinced that he or she was always right that he or she responded verbally or via email without hesitation or forethought or, unfortunately, even afterthought to every alternative or suggestion or idea that differed from his or her own with statements that basically, and with a subtle aggressiveness, implied, "My experience or education leads me to believe that I am definitely right and you are wrong," at which point his or her co-worker or co-workers were effectively quieted, neutered, frustrated, demeaned and perhaps even offended which resulted in the organization at least fifty percent of the time making a wrong bid decision or inappropriate hire or insufficient design or poor investment all because of an over confident but actually insecure manager's "my way or the highway" attitude.

The moral of this run-on sentence is that for a close-minded manager, the highway can be a very lonely place. And, a know-it all often knows nothing at all.

Wishing you open, frank dialogue especially during trying times.

Mike

Learn about enlightened management

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2. Starting a new sales or operations management assignment: Part one

  One of the most intimidating but important times in the life of a manager is the start of a new assignment. Two keys to an effective start are to hold an introductory meeting and to have individual get acquainted sessions. This month I'd like to share a few pointers about that first gathering.

• Follow an agenda.
• Try to keep the meeting to sixty minutes and end on time.
  
• Make brief introductions.
• Share a summary of your background.
• Ask each person to briefly explain his or her role in the organization (what is their job product).
• Tell each person you look forward to meeting with them individually to understand how you can help them accomplish their job and to listen to any concerns or suggestions they have.
• You might say that you don't believe in change just for change's sake but are willing to consider suggestions that will improve process and results.
• Ask if the team has any time critical issues they care to share. Be careful to just listen.
• Avoid trying to solve problems right away. You will want to have your individual meetings and then discuss any issues with your new boss before taking any actions.
• Don't lose control of the meeting. Every group usually has someone who likes to control the discussion. If necessary, enforce a two-minute comment rule. The "talker" won't like it, but the others will love you for it!
• Use your facilitator skills to give everyone a chance to talk; you can go around the room to draw out the quiet ones.
• You can also do a brief exercise to establish effective team interpersonal communication norms (basically, brainstorm how the group would like to work together - a short list of do's and don'ts without any judgment on your part. On flip chart paper or a projected document, draw a line across the top and a line down the middle - on the left side list behaviors people like to see and on the right side list the things they don't like - either from their co-workers or you as their boss. This will help you to get a better understanding of their personalities and their hot buttons.

For management or sales coaching support

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