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FOR RELEASE: January 12, 2000Contact: Anne Messenger, President315-453-8808, Syracuse607-772-8607, Binghamtonamessenger@amgr.comGinger Green - Drake Beam Morin770-924-1250, ginger_green@dbm.com
In the 21
century, a shifting landscape of technological and workforce trends will demand a more fluid,adaptable approach to directing, training and motivating employees. As a 21
century manager, you will berequired to design and implement effective work processes that not only meet changing business needs, but alsomeet the personal and professional needs of individual team members.You will be tasked with managing flexible, project-focused teams made up of older workers, knowledgespecialists, GEN-xers, those who are technologically savvy and those less technologically proficient, contractworkers and more. You will need to do everything you can to hire the right people, train them in work methodsand functions that are constantly evolving, retain key talent and measure performance against changingexpectations.To be a successful manager, you will need to find new ways to motivate a diversified workforce withvarying levels of ability to change priorities and undertake new ventures.So what can you do as a 21
century manager to ensure both high productivity and employeesatisfaction? The key is to pay particular attention to how you treat your people. The best way to do this is tomake the following eight New Year’s resolutions the cornerstone of your management style.
NEW YEAR’S RESOLUTION #1: Give Respect and Credibility.
Give your team the same respect and credibility that you expect from your boss. Nothing encourages goodperformance more than knowing your professional talents and abilities are valued by your employer.
NEW YEAR’S RESOLUTION #2: Set Reasonable and Appropriate Priorities.
Review priorities with your team and help them to understand the best way to support the organization’sbusiness goals. By providing your team with an accurate understanding of the big picture, each team memberwill be able make the best possible decision when faced with concurrent or conflicting demands.
 New Year’s Resolutions for Career Success
Messenger Associates, Inc.January 12, 2000 Page 2
NEW YEAR’S RESOLUTION #3: Don’t Be A Micro-Manager.
 Allow projects to be done the best way, not necessarily your way. This gives your team the freedom to becreative and come up with strategies you may not have considered. By allowing your team to be self-directed,they will be more apt to demonstrate initiative and you'll have more time to work on your own projects.
NEW YEAR’S RESOLUTION #4: Provide Specific Goals.
 While the process may be their own, clearly let your team members know what you expect from them and whenyou expect it. Ask to be kept up to date on the status of projects and be ready to step in if needed.
NEW YEAR’S RESOLUTION #5: Tell the Truth.
 Let your team know the background and objectives for projects they're working on so they understand thenuances and details, and empower them to make decisions based on this knowledge. There are few things morefrustrating for employees than learning they wasted time going in the wrong direction.
NEW YEAR’S RESOLUTION #6: Don't Over Promise.
 Never commit a staff member's time without checking with him or her first. If necessary, tell your boss that youthink it can be done, but that you can’t commit someone’s time without reviewing his or her priorities first. Thisapproach will help you maintain your credibility with your team, as well as with your boss.
NEW YEAR’S RESOLUTION #7: Give Credit Where Credit is Due.
 Don't ever take credit for the work of your team members. Privately and publicly acknowledge theircontributions to every project they work on. Not only will your team appreciate it, they'll continue to produceoutstanding work, which will reflect positively on you.
NEW YEAR’S RESOLUTION #8: Provide Opportunities for Professional Development.
Online learning systems and performance measurement tools can greatly enhance worker and managercommunication and productivity. Your team members will become more valuable to your organization if theyhave the opportunity to further their professional skills. Technology-based learning solutions are rapidlybecoming the retention and development strategies of choice for managers who wish to provide cost-effective,professional skills training opportunities for employees.It’s really a matter of treating your team members the same way you would want to be treated. Givingemployees the guidance, information and freedom they need to do their jobs is the best way to get the job done.In return, you will win the respect of your team and gain a reputation as a manager who knows how to getresults!Anne Messenger is President of Messenger Associates, Inc., A Member of the Drake Beam Morin WorldwideNetwork. Her company specializes in career management and human resource consulting and was the first of DBM’s Business Partners in the United States. DBM, a Harcourt corporate and professional developmentcompany, is the worldwide leader in providing strategic human resource solutions in employee selection,development, retention, and transition. Visit Drake Beam Morin atwww.dbm.com. 
 New Year’s Resolutions for Career Success
Messenger Associates, Inc.January 12, 2000 Page 3
Seven Changes That Will Challenge Managers- And Workers
This firsthand information about the changing workplace will give you an idea of what's to come.These changes have been compiled from detailed literary research of workplace trends, supplementedby five focus group seesions and individual interviews involving over 200 work professionals. Thesetop seven trends will reshape the work environment over the next 10 years.
The Virtual Organization
 We are rapidly moving toward a distributed work force that uses electronic technology to link workersand functions at scattered sites. This change is rapidly altering the nature of work from the salesrepresentatives to shipping employees. The rapid growth of the virtual organization can be attributed tothe rapid evolution of electronic technologies, the rapid spread of computer networks, and the growthof telecommuting.The virtual organization will also reshape traditional approaches to group decision making. In contrastto face to face discussions, e-mail discussions make low status individuals less hesitant to participate indiscussions and relinquish their point of view. These changes will also help employees identifyalternative career targets and let cross-functional teams obtain the best possible mix of technical skills.
The Just-in-Time Work Force
 In the United States, the number of individuals employed by temporary agencies has increased 240%in the last 10 years. Along with using more just-in-time workers, organizations are also streamliningoperations and reducing costs by outsourcing support functions.Finding new ways to motivate temporary employees will become a key issue since temporary workerslack traditional motivators such as promotions, merit increases, and profit sharing programs. Just-in-time workers are asked to take a higher degree of ownership in their job by providing them with accessto information and training. In tomorrow's workplace, just-in-time workers will need to be brought upto speed more quickly.
The Ascendancy of Knowledge Workers
 We are rapidly shifting from a work force that produces products to one that primarily managesinformation. The rapid growth of knowledge workers will require organizations to rethink theirtraditional approached to directing, coaching, and motivating employees.Given the shrinking half life for many technical skills, this change will place managers underadditional pressure to avoid technical obsolescence. Tomorrow's managers will also need to providetheir teams with the historical context needed to understand the workings of an organization andcontinually educate new employees on corporate culture and values.4
Computerized Coaching and Electronic Monitoring
 Over the next 10 years, there will be a dramatic increase in the use of electronic systems to accelerateemployee learning, augment decision making, and monitor performance. These allow employees tolearn their jobs faster, provide workers and managers with immediate feedback, and make it easier topinpoint performance problems in large call-in centers.
The Growth of Worker Diversity
 In the next 10 years, worker diversity willl become a critical issue. One reason is that, by the year2000, 85% of people entering into the US job market for the first time will be women and minorities,and just 15% wil be white males, according to US Labor Department predictions.

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