The Communication Problem Solver 30

The Communication Problem Solver 30. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions....
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The Communication Problem Solver 30 A PPENDIX B: C OMMUNICATION I SSUES U NIQUE TO F IRST -T IME M ANAGERScontributor role working alongside their peers. They are also expected toassume the role of manager of these current peers. In addition to time-management challenges that arise, dual roles are difficult to handle forboth the new manager and the direct reports because the roles areblurred. It is unclear when the manager wears the peer hat and whenshe wears the manager hat. When you are given the new management duties, the first thing todo is to meet with your manager. Do you have a title and/or grade-levelchange? How and when will your manager announce your new role tothe team? Get clarity on your manager’s expectations and your level ofauthority for each of your responsibilities. What percent of your timeis to be spent on these new managerial responsibilities? What are yourmanager’s suggestions for making the new arrangement work well forthe team? Who is responsible for evaluating performance of your team-mates—you or your manager? Set a plan with your new manager. Besure you and your boss are clear on his expectations of you.How to Strike a Balance Between Functioning as a Manager and asan Individual Contributor 1. Issues: > Time management. > Defining roles and expectations—confusion about separating roles. > Prioritization (individual versus team needs). > Friction with teammates and managing friends (see Chapter 7). > How to get teammates to do the work without micromanaging. > Defining boundaries of delegation. 2. Action Steps: > Clearly define goals and objectives and job responsibilities for self and for reports. Ask for clarification from your manager and com- municate that to your entire team. Ask your boss to make the formal announcement of your new role.272— A PPENDIX B: C OMMUNICATION I SSUES U NIQUE TO F IRST -T IME M ANAGERS > Identify all tasks for each role. Classify tasks based on individual, team, and organizational needs. Prioritize each task. > Evaluate all the work processes. Streamline processes and work- flow with input from peers. > Acknowledge the new role to the team and ask for their input on how to make the new relationships and work assignments work for everyone. Redefine roles if necessary. > Adapt to the demands of each team members’ needs. > Schedule one-on-one meetings with peers to discuss how you will handle the dual role. Set expectations with your direct reports. > Assign equal or greater priority to new management role while continuing in individual role. Allow time as necessary to be acces- sible to your team. > Discuss the change with peers. Understand and address your peers’ feelings. Accommodate their needs as much as possible. > Lead from the front—pull the team, rather than push them. Con- tribute as part of the team in the new managerial role—not aloof and not apart. > Assign work and follow up to ensure it gets done. If workload is unrealistic, clarify what your team is able to accomplish. You may need to reset your boss’s expectations or request resources. > Define the need to hire an individual contributor to fill your old position, if necessary. Present detailed workload information to your boss and prioritize. > Clearly define your new role and transition your former roles over to someone else or distribute them among several others. Learn to delegate and trust (define authority level for tasks). Train team members to pick up some of your previous tasks. Don’t take back the assignment once delegated. > Know your direct reports’ strengths and work preferences. > Plan for the future.How to Handle a Problem Managing a Peer with Greater Seniorityand Experience 1. Issues: > Peer doesn’t meet established deadlines. > Peer resets already established priorities. —273 A PPENDIX B: C OMMUNICATION I SSUES U NIQUE TO F IRST -T IME M ANAGERS > Peer’s general performance level has decreased. The quality of her work is lower. For example, she deviated from the standard operating procedures and that led to poor software installation. The result was higher cost. > Peer goes over the manager’s head to higher-level management. 2. Action Steps: > Gain your manager’s support for the priorities and deadlines. Clarify that he agrees with your plan to meet with the nonper- forming direct report. > Hold face-to-face meeting. Clarify goals and rules. Emphas ...