SEATTLE — Mar. 31, 2010 — Independent contributors can often significantly enhance the success of a workgroup or company. Yet the operative word — independent — may work against them when transitioning to a supervisory role, according to Impact Achievement Group.
The key component in promoting discretionary effort and company loyalty is the quality of the relationship between individual employees and their direct boss. Failing to develop a respectful, professional relationship with direct reports can significantly impact their loyalty and their effort.
Individual contributors can, by habit, ingrain working styles that are geared more for their convenience, and less for working effectively in a team and motivating others.
When an Independent Contributor Becomes a Manager: Four Principles of Successful Management, at http://www.impactachievement.com/when_an_independent_contributor_becomes_a_manager.html, the third article in a 12-part series, discusses the four principles of effective performance management—aligning behavior, time and influence, motivational assumptions and consistent accountability. The twelve-part series is derived from Supervisory Basics, 12 individual yet linked two-hour training modules, delivered in leader-led or eLearning formats that helps managers understand the management behaviors and tactics required to ensure their and their company’s success.
“Poor management by a new boss may lead to the loss of talented employees because they either quit and leave, or worse, they quit and stay—creating a real management challenge,” said Lee Klepinger, president, Impact Achievement Group.
Effective bosses create a challenging yet supportive environment for their employees by executing on these four principles.
Successful new managers make sure their words and their behavior are congruent. This creates trust and respect in their relationship with their employees. A values gap created by the stated values of the company and the manager’s actions creates frustration and cynicism. Especially when employees recognize they would be reprimanded if they followed the model their manager provided.
Likewise, new supervisors only have two resources for managing performance — their time and influence. Many supervisors (and managers) spend far too much time with their top and bottom performers. Successful supervisors spend time with “reactive people” — those middle 80% who react to the time, energy and leadership provided by the manager. This group provides the highest return on that investment of the supervisor’s time and influence.
When an Independent Contributor Becomes a Manager: Four Principles of Successful Management is available at http://www.impactachievement.com/when_an_independent_contributor_becomes_a_manager.html. Article four will discuss the principles for managers to establishing an effective working relationship their boss.
About Impact Achievement Group
Impact Achievement Group, www.impactachievement.com, provides assessment, coaching, customer loyalty and leadership development training that focuses on employee selection, retention, employee engagement and customer engagement. By integrating and blending the world’s best assessment and recruiting processes, workshops and eLearning training, coaching and measurement programs, Impact Achievement Group helps organizations improve human performance to achieve bottom line results.
# # #
This press release was distributed through PR Web by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company listed above.
Tags:Impact Achievement Group