Mailing Systems Technology - August 2009 - (Page 8)

Real Life Management Editor’s Note: This is part one of a two-part series on the four best practices of general managers. We will cover two in this article and two in the next. Trying to improve our management capabilities is important to the success of our organizations. Many people in the human resources field are telling us that the number-one challenge facing organizations in the years ahead is the ability to attract and retain talented employees. This is becoming more challenging due to the aging demographics facing our nation. So how do we become better managers? One tool we have is to learn and apply what research tells us. The Gallup organization has been engaged in employee and management research for over 25 With Wes Friesen Best Practices of Great Managers “C” stands for Character. Does character count? As an employee of a company that has been owned by Enron, I would say an emphatic “yes!” Look for people that exhibit integrity and honesty. “E” stands for enthusiasm. Is apathy and cynicism contagious? Yes! Is enthusiasm contagious? Yes! What makes for stronger and more productive teams? The answer is obvious. Here is the bottom line: If you hire ACEs for your team (and help existing employees develop into ACEs) — your team will be successful! Set Expectations: Define the Right Outcomes The second key is to set expectations, which is to define the right outcomes. Great managers focus their people toward performance by defining the right outcomes. How do you define the right outcomes? The 360-degree approach is one wise strategy. Find out where your boss and the senior management want the organization to go, then determine how your team can help them get there. Coordinate with your peers, and find ways to partner. Solicit participation from your team members — their participation leads to their buy-in and higher quality decisions. Once the right outcomes are defined, great managers then let each person find his own route toward the outcomes, within specified parameters. Great managers don’t micro-manage, but they do define steps to ensure quality, safety and compliance with corporate policies and applicable laws. Great managers are aware of the concept of “stakeholder symmetry. Stakeholder symmetry recognizes that an organization ” has multiple stakeholders (e.g. investors, customers, employees, suppliers, community). The organization should try to add value to each stakeholder and maintain a reasonable balance between their competing interests. None of us are perfect managers, but we can all get better! Good luck as you continue on your path to being a better manager! a Wes Friesen, CMDSM, EMCM, MQC, ICP CCM,CMA, CM, CFM, , APP PHR is the Manager of Revenue Collection & Community Of, fices for Portland General Electric. Contact Wes.Friesen@pgn.com. According to the research, two important considerations of great managers are: Picking People: Select for Talent Setting Expectations: Define the Right Outcomes years and has collected information from over one million employees and interviewed thousands of managers. Their studies have revealed to us what the world’s top performing managers do — and it boils down to four major activities (best practices). Studies Show: Picking People: Select for Talent The first key activity involves picking people well, focusing on their talents. Talent has been defined as the “recurring pattern of thought, feeling or behavior that can be productively applied. ” Skills can be learned, knowledge can be gained, but talent is more “hardwired” and tougher to teach. One approach in looking for talented people for our teams is to only hire “ACEs. ACE is an acrostic where the “A” stands for Atti” tude. Look for people who have a positive attitude and who are committed, teachable and care for people. How Do They Do It? How do organizations succeed at attracting and retaining the talent they need to prosper? Studies tell us that talented employees want and need great managers. How long employees stay and how productive they are is primarily determined by the relationship with their immediate supervisor. The number-one reason why talented people leave is because they had a poor relationship with their boss. 08 AUGUST 2009 a www.MailingSystemsTechnology.com http://www.MailingSystemsTechnology.com

Table of Contents for the Digital Edition of Mailing Systems Technology - August 2009

Mailing Systems Technology - August 2009
Contents
Editor’s Note
Real Life Management
Software Byte
Employing Technology
Everything IMB
Ship It
Best Practices
What You Think
From the Source
Strategic Purchasing
Targeting Mail Center Efficiency Gains
Making the Right Moves
A Channel in Transformation
Pushing the Envelope
Bernstock Seeks Innovative Approach to USPS Marketing
New Products
Reality Check
BÖWE BELL + HOWELL
Collins Ink
DHL Global Mail
Endicia
Hasler
Kern
Kirk Rudy
Melissa Data
Mid-South Technologies
National Presort, Inc. (NPI)
Neopost
Parascript
Satori Software

Mailing Systems Technology - August 2009

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