5 Questions Great Managers Ask (and they aren't hard!)

Written by Martin Haworth

Rememberrepparttar Pareto Principle. Akarepparttar 119411 80:20 rule. Well, here's something much, much easier! Answer these questions every day. Consider your responses thoughtfully, or with your team maybe. Or with your coach, or trusted friend.

However hard we try, we seem to make life more difficult for ourselves; more challenging; more complex. Yet it needn't be so. try out these five questions with a regularity; a discipline and you will reap rewards. You will certainly reap rewards. 1. What do my customers want?

Getting insiderepparttar 119412 head of your customers is a recipe for success. Takingrepparttar 119413 role on of one of your customers or clients and seeing from their perspective helps structure a sound and growing business. Better still, ask them what they want, need, what irritates them and thank them for their insights.

Take complaints as a real positive - for knowing what went wrong, gives you information you can correct and grow stronger on. 2. How do I getrepparttar 119414 best from my people?

Enjoyingrepparttar 119415 benefits of truly 'turned on' people in your business, makes a huge difference. Finding out what they need to be successful for you can be more challenging. But wait! Have you asked them what they need to do their best for you? Be sensitive and responsive to their needs.

This simple step will provide you with allrepparttar 119416 people strategies that work. Many solutions will be very easy to do and can build belief and trust in you as a manager. The bigger challenges can be solved by using your people to have a positive and constructive input. It will be worthwhile - for everyone. 3. How can we make best use of our resources?

What resources? People, goodwill, reputation, location. USP, and more... Well, make sure first of all that you understand what they are. Ask your customers and people what you represent to them - and then do more, much more of it. Then review those things that you can do less of, save resource costs on.

Trust - The Most Vital Component in Leadership

Written by Guy Harris


"Trust isrepparttar emotional glue that binds followers and leaders together." - Warren Bennis and Bert Nanus "If you don’t believe inrepparttar 119410 messenger, you won’t believerepparttar 119411 message."

- James Kouzes and Barry Posner


I see it allrepparttar 119412 time - leaders who blame followers for breakdowns inrepparttar 119413 organization. I often hear complaints like these: - “If those people would just do what I tell them.”

- “You just can’t find good workers today.”

- “Why won’t these people get onboard with what needs to be done?”

- “Why do they complain allrepparttar 119414 time?”

Each of these leadership laments focuses on what’s wrong withrepparttar 119415 follower. Each concern excludes leadership responsibility as a source of or contributor torepparttar 119416 breakdown.

I see employees who won’t do what needs to be done, or, at best, perform at a bare minimum level. I see team members who drag their feet on new procedures or work practices. I see workers who do just enough to get by.

I see these behaviors and I ask myself - what’srepparttar 119417 problem?

When I getrepparttar 119418 opportunity to discussrepparttar 119419 issue, I usually hear at least some component of violated trust. I hear people say that they want to perform at a higher level, but they don’t trust that they will be recognized or rewarded. I hear people concerned that they’ll be penalized if they speakrepparttar 119420 truth and identifyrepparttar 119421 real problems inrepparttar 119422 organization. I hear people who have been beaten-up by current or previous leadership. All signs of violated trust.

Creating an environment of trust is a tricky issue. People carry past hurts with them. Some people expect more from their leaders than they are willing to give themselves. Leaders do things that unintentionally confuse or scare people. Some people just don’t want to trust organizational leaders. But, regardless ofrepparttar 119423 past or current situation,repparttar 119424 responsibility to build trust lies first, and foremost, withrepparttar 119425 leader. It’s not always fair, and it’s not always easy. But it is alwaysrepparttar 119426 leader’s responsibility.

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