#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills

I’ve worked with some of today’s leadership and management thought leaders and researchers including Tom Peters, Dr. Warren Bennis, Dr. David Ulrich, and Dr. Henry Mintzberg.

I’ve met, researched, and worked with some of today’s renowned leaders including Captain Mike Abrashoff (author of GrassRoots Leadership and former commander of the U.S.S. Benfold), General Tommy Franks (former commander of CentComm and author of American Soldier), and Sir Richard Branson of Virgin Group.

I’ve talked to thousands of employees and looked at what they wanted – NEEDED – from managers that they felt they weren’t getting, or getting enough of.

And, perhaps most importantly, I am a manager. I hire, fire, manage performance, coach, cajole, and counsel.

Based on my unique set of experiences, I’d like to share my belief of the most important management skill and I’d like to count down to that skill in Lettermanesque fashion. You can see which skills I considered and why I believe each is important in its own right, but not THE most important skill.

#7 Know What Motivates People – Motivation is an intrinsic thing; theoretically you can’t motivate someone who doesn’t want to be motivated. While I agree with that, effective managers draw from a variety of techniques to cajole, encourage, inspire, recognize, and otherwise create an environment where many people ARE motivated. They recognize that each person is motivated by different things from simply having a job to contributing to something great. They also realize that what motivates someone tomorrow may be different than what motivates them today.

#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.

#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills

I’ve talked to thousands of employees and looked at what they wanted – NEEDED – from managers that they felt they weren’t getting, or getting enough of.

And, perhaps most importantly, I am a manager. I hire, fire, manage performance, coach, cajole, and counsel.

Based on my unique set of experiences, I’d like to share my belief of the most important management skill and I’d like to count down to that skill in Lettermanesque fashion. You can see which skills I considered and why I believe each is important in its own right, but not THE most important skill.

#7 Know What Motivates People – Motivation is an intrinsic thing; theoretically you can’t motivate someone who doesn’t want to be motivated. While I agree with that, effective managers draw from a variety of techniques to cajole, encourage, inspire, recognize, and otherwise create an environment where many people ARE motivated. They recognize that each person is motivated by different things from simply having a job to contributing to something great. They also realize that what motivates someone tomorrow may be different than what motivates them today.

#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.

#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills

#7 Know What Motivates People – Motivation is an intrinsic thing; theoretically you can’t motivate someone who doesn’t want to be motivated. While I agree with that, effective managers draw from a variety of techniques to cajole, encourage, inspire, recognize, and otherwise create an environment where many people ARE motivated. They recognize that each person is motivated by different things from simply having a job to contributing to something great. They also realize that what motivates someone tomorrow may be different than what motivates them today.

#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.

#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills

#6 Walk Around – The best way to manage – to know what’s going on, to build the credibility that only comes from someone “in the know” – is to regularly and frequently get out there. More and more managers and supervisors are isolating themselves to get the things done – reports, updates, budgets, analyses – that upper management is demanding. Effective managers know that without the effective performance of their people, all of the ancillary work is for naught. The best way to see what’s going on – and to be seen – is MBWA, Management By Wandering Around.

#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills

#5 Use the Right Tool – Effective managers can draw from a treasure chest of tools to use one that is most appropriate for the situation. Leadership and management research over the past 100 years has come up with a single definitive conclusion when answering the question, “what’s the best approach?” The answer is, “it depends.” It depends on the situation, the skills of the leader, the needs of the employees, and the unique interaction of the three. Effective managers have an arsenal of tools to draw from and, most importantly, they have the performance analysis skills to know which tools to use. Coaching, feedback, counseling, feedback, information sharing, self-disclosing, encouragement, recognition, problem-solving, corrective action, and others are options that the effective manager can use at will.

#4 Learn and Practice Your Craft – Like parenting, most new to the position find themselves underprepared for the awesome responsibilities. Like parenting, effective managers study the craft and art of managing. While most of us were promoted to management positions because of our technical expertise (and to some degree our ability to not bump into furniture or tick anyone off), what brought us here won’t keep us here. In fact, many of our technical competencies work against us as managers and supervisors. Certainly, there is no shortage of books and courses on management and leadership.

#3 Self-Assess and Course Correct – Almost any management failure can be traced back to an almost conscious decision to ignore the realities of the situation. Ineffective managers and leaders rely heavily on hope as a strategy to get through this. Effective managers and leaders welcome – and seek out – feedback. Effective managers and leaders are like guided missiles knowing that the only way they can reach their target is if they seek in-course feedback and make in-course adjustments. Effective managers use the “start, stop, continue” method of self assessment; to increase my effectiveness:

• What should I start doing that I’m not currently doing?

• What should I stop doing that’s not working?

• What should I continue doing because it is working?

#2 Develop Your People – Tom Peters calls this “Job One.” Effective managers and supervisors know that they are only as good as the people who do the work. Talented, committed people are a company’s #1 asset. Effective managers and supervisors find ways to develop the talents of their people. Training, coaching, peer tutoring, cross-train