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Personal network management

A focus on four dimensions can help managers improve their connections.

The first is the extent to which managers seek out people within or outside of their functional areas.

Second

is the degree to which hierarchy, tenure, and location matter of the manager's

social relationships.

Third is the length of time managers have known their connections.

Fourth is the extent to which manager's personal networks are the result of interactions that are built in their schedules (such as planned meetings) rather than ad hoc encounters in the hallways.

Because informal networks are not, by their very nature, part of the official hierarchy, they

are often starved of resources - and the right kind of management

attention. It is only after

executives openly and systematically

will become more effective. Moreover, we have found that people with strong personal networks - such as the key role-players - are more satisfied in their jobs and stay longer at.

their companies than employees with weak networks.

start working with informal networks that the groups

Thus, working with the role-players to improve their effectiveness

productivity but will also help executives retain the people who really make their organisations tick.

will not only boost

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The employee's skill/will matrix and the leadership style

High will

Guide the enthusiastic (low skill, high will)

beginner

Invest time early on coach and train, answer questions and explain Create a risk-free environment to allow early "mistakes" / learning Relax control as progress is shown Structure, control and supervise

Direct the disillusioned (skill and will are low)

learner

First build the will by: clear briefings, identify motivations, develop a vision Second build the skill by: structure the tasks for "quick wins", coach and train Then sustain the will by: "state of the art" feedback, praise and nurture Direct and support

Low will

Delegate to the peak performer (skill high and will high)

Provide freedom to do the job Set objectives, not methods Praise, don't ignore it

Encourage coachee to take responsibility

Involve in decision-making the decision

Use "tell me what you think" approach

Take appropriate

Give more stretching tasks

for "ownership"

risks

Don't over-manage,

don't micro-manage

of

Excite the reluctant contributor

(high skill, low will)

Identify reasons for low will as the style of

management,

Motivate Monitor and feedback Praise, listen and facilitate

the tasks,

The employee's support/challenge

Support high

matrix and his motivation

Annoyed, demotivated

Motivated, stretched

Why are you here?

Low

Anxious, frustrated,

helpless

challenge

high

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Early alert development checklist how not to choose someone

1. Insensitivity to others:

abrasive,

intimidating or bullying style, uncaring

2. Cold, aloof and arrogant:

makes others feel inferior, stupid, diminished,

to win, doesn't listen, isolates self from others

bad, always has

3. Overly ambitious: focuses excessively on self and career progress and promotions, bruises people on the way up, primarily manages up to please top management

4. Lack of composure:

gets emotional and volatile under stress, does not handle pressure

well, unpredictable

5. Fails to staff effectively:

consistently

picks

the wrong people, uses inappropriate

standards, cloning, not good at building teams, doesn't resolve conflict among staff

6. Over managing: is a poor delegator, over controls and meddles, doesn't get the most out of people, doesn't develop subordinates well

7. Unable to think strategically: can't deal wit business or organisational complexity of jobs requiring complex strategy formulation, gets mired in details and tactics, can't adapt to new situations easily, can't make the transition from a technical to a general manager

8. Betrayal of trust: fails to follow through on promises, leaves people dangling due to unmet promises, says one thing and means another, makes a splash and moves on without really completing the job

9. Low detail orientation : lets things fall through the cracks, lacks attention to essential details, leaves a trail of little problems, overcommits and under delivers

10.0verdependence

boss/mentor/champion too long, isn't seen as independent and able to stand on own 11.0verdependence on a single skill: over-relies on one core talent / technology / functional perspective

12. Unable to adapt to bosses/strategies/management/culture : has trouble working with

on an advocate/mentor:

has stayed with the same

and adapting to bosses and others with different philosophies

and strategies, disagrees

with higher management

on culture/ strategies/issues

13. Performance problems with the business 14. Key skill deficiencies: lacks one or more key executive-level, job-required skills to perform consistently

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Managing up 30 ways to build a career-advancing with your boss

1. Do good work

relationship

2. Be supportive, not competitive, he needs your help for his advancement

3. Get involved in your profession

4. Observe your boss' style in working, in decision-making, in personality, in conflict

5. Give advance warning about problems, don't cover them up

6. Keep your work well accomplished

7. Figure out our boss' likes an dislikes, and act accordingly

8. Observe your boss' times of day, his biorhythm

9. Learn how your boss feels about paperwork, is he a listener or a reader

10. Make sure you're in tune with your boss' goals

11. Help your boss succeed

12. Be a "goodmouther" but don't cover up problems

13. Learn how to negotiate like a pro

14. Learn when to fight, how to fight, and when to leave it alone

15.Visit quickly and not too often and not for trivial issues

16. Give negative feedback well, use the AID, PRAISE, constructive feedback

17. Don't become a threat

18.Accept responsibility for your successes and for your failures

19. Prepare for your meetings

20. Build an appropriate

21. Look like a professional

22. Give credit and praise generously

23. Stand up for what you believe and need

24. Be informative, but not a "gossip-monger", keep him in the « knowledge loop»

25. Build mentoring and networking relationships throughout the organisation

26. Listen actively

27. Tolerate some bad moods

personal relationship

28. Demonstrate total loyalty and honesty, respect the chain of command

29. Learn how to handle criticism

30. Get organised