Manage Performance – Remove Gamble from day to day management


Remember when you first became a manager? Remember when you first realized that management consists of many pairs and down rather than static conditions with a few bends? Do you find colleagues that help to help you? Or do you have to find out for yourself that those who go up and down make manager work very demanding. That is something gambling. Can you reduce opportunities?

Management is social

There is only one way to learn how to manage: on work, work with people. You can learn relentless management. But day to day, the practice of management at work is how you develop your skills. Many variables which are good management can be simulated in the classroom. But they can only be practiced effectively on the job. Social skills management.

The work of a manager

It’s hard to be definitive. Managers themselves tend to repeat the slogan and definition. They explain their “responsibility” and “obligations”.

Working day manager depends on

what they believe as their work
Experience and training
career, individual value goals
How managers view other people’s expectations
Cultural organization
the amount of power he believes to have
the authority felt by the manager
Assessment that peers will make their appearance
Managers are influenced by all this as well as their daily work needs. As I said, it can be very demanding. Note that there is little mention of management performance: the social side of work.
Also notice that no one mentioned the Hoary Chestnut The theory of management aged 90 years: Plan, arranging, leading, controlling. Also none!

Control myth

The textbook tells us that managers have control. The reality often seems otherwise. Many managers have full control over what they do. All types of situations and conditions affect actual control in an unexpected way. The manager learned quickly that the change was normal. And it is often accompanied by a completely planned consequence.

Recognize reality
Really doesn’t matter how skilled the manager is. How well he manages employee performance is a real problem. That’s the reality.

Three things to concentrate on

1. Develop your communication skills. It really doesn’t matter how brilliant, smart and your vision or how extraordinary your products or services. If you cannot convince clients, prospects, and staff of what you do, you will fail. I happen to believe that effective face-to-face communication is core management skills. Irreplaceable.

2. Hold a big secret. One of the great Duke Ellington musicians had complained about real mistakes in music settings. The story continues that Ellington answered, “You paid to play. I paid to think.” That’s “big secret”. You are paid to “manage”: Employees are paid to “operate”. You cannot manage effectively until your staff can operate effectively.

3. Generate perfect employees. That’s your first job. You will find many ideas about how, in other articles and on my blog. Remember this: until your employees are truly competent to handle all operating work in your business, you will not be able to manage effectively.


Many variables affect the work of a manager every day. Managing employee performance effectively contributes to variables. But it is an effective management key.

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