Download Be Positive: A Guide for Managers (Better Management Skills) by Phil Clements PDF

By Phil Clements

ISBN-10: 0749417323

ISBN-13: 9780749417321

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Additional info for Be Positive: A Guide for Managers (Better Management Skills)

Sample text

Positive managers do not feel threatened and have to resort to manipulative strategies to secure their position. Positive managers develop systems to ensure that outputs can be maximised with minimum inputs. 34 be positive Positive managers are concerned about the welfare and happiness of all the staff who work for them regardless of personal preference for individuals. Positive managers lead by example. summary In this chapter we have made the point that positive attitude is not just a trendy management trick but an essential ingredient of a variety of management skills.

Tick those that reflect the way you are thinking. 1. 2. 3. 4. 5. 6. 7. I feel irritated that a junior member of my team should presume to give me praise. It’s good to be appreciated. I’m paid to get results and do a job. I don’t need praise. I’m slightly embarrassed. I feel patronised. I must do work like this more often. I wonder what they want ... no one gives praise without a reason. be positive 40 8. 9. 10. I always thought they were a creep. I need to work out what went well so that I can repeat it.

A key difference between the thermostat feedback example above and the way humans handle feedback is that we all tend to have different views of the world, and in order to make sense of the world we make interpretations. Now presumably if most car thermostats had a brain, they would view heat in more or less the same way. The human feedback process is somewhat different in that positive feedback may be interpreted negatively and vice versa, and feedback may be ignored altogether. Later in this section we will consider some guidelines for avoiding misinterpretation of feedback and even having it ignored, but for the time being we will consider what positive feedback in management terms is all about: establishing what went well about a particular behaviour and giving the appropriate reward; establishing what did not go well and helping the person to find out why; focusing on the behaviour not the person; being honest without being destructive; being specific and not making negative generalisations.

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