How To Be Better Manager And Remarkably Effective Leader In Business

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If you want to understand how to be a better manager, you’ll love this article.

In every major organization, there’s a management hierarchy that keeps the entire operation running smoothly. Good managers can encourage people, learn from past mistakes, and earn the team’s respect. Here’s how to build your skills.

How to Be a Better Manager

Motivate Your Employees

Motivate people. Why are there employees there? What keeps them with your organization and stops them from going elsewhere? What makes good days good? What keeps them with the organization after a bad day or a bad week? Don’t think it is money – most people do not presume that.

Remember, our values ​​are what make us “move.” If you manage with respect to your team’s values, they will offer you 110 percent of their effort.

Ask employees how they like their jobs regularly. Encourage them to be honest with you. Then take action based on what they tell you.

Offer benefits your employees will appreciate. If health is important to them, give them time to go to the gym and exercise. If their family is important, respect the time they may need to take their kids to school in the morning or pick them up in the afternoon.

Setting Goals

Make sure each employee knows what is anticipated. Having concrete goals empowers your employees and keeps them focused on work. Be explicit about what you expect, when the deadline is, and what you plan to do with the results.

Offer goal-oriented feedback. Providing your employees with quick feedback that focuses on their work can help drive improvement. Meet in small teams or one-on-one, and discuss your comments in detail.

Set up a schedule for feedback. Offer it regularly so your employees know when to expect it and can make room for it in their workflow.

Delegating Responsibilities

bestow. You’re a manager because you are good at what you do, but that doesn’t suggest you must do everything yourself. Your job as a manager is to teach other people how to do a good job.

Start small. Give people tasks that, if done incorrectly, can be corrected. Take the opportunity to teach and empower your employees. Then gradually assign them tasks with greater responsibility as you understand their strengths and weaknesses.

Learn how to anticipate any problems they might have so you can coach them properly before they start.

Assign tasks that will stretch your employees. As your workers begin to take on more responsibility and show that they’re capable, give them assignments that will broaden their skills and help them take more ownership of their work. Not only do you find out how much your employees can handle, you also make them more valuable to the company.


Leave the door open. Always remind people who if they’ve questions or concerns, you are ready and willing to listen. Keeping the lines of communication open will let you know about problems quickly, so you can fix them as soon as possible.

Don’t be one of those managers who unintentionally makes employees feel like they annoy you when they raise a question or concern. Instead of seeing it as another crisis to manage, see it as a chance to show your employees how much you want this organization to be a fulfilling place to work.

Never belittle or ignore your employees’ concerns, and at all times make sure that you have fully answered their questions.

Watch your employees. Don’t make every interaction with your workers just a business.

Ask them how good they’re, chat with them about yourself, and build a personal connection.

Being in sync with your employees’ lives outside of the office can potentially warn you to times when the person needs extra attention from you, for example if she or he needs an emergency leave for a family funeral. If you can accommodate the upheaval in your employees’ personal lives, they will be happy to reward you with loyalty.

Know your limits. Don’t step over and ask your employees about anything too personal, such as religion, politics, or personal relationships. You can maintain a friendly relationship without being invasive.

Learn from mistakes

Let people make mistakes. As a manager, you are responsible for the actions of other people, so the last thing you want to do is be held responsible for somebody else’s mistakes. In an effort to be proactive and stop mistakes, you might give careful instructions and set clear, strict standards.

But are you making people afraid of mistakes? Are they at all times asking you about every little thing, reluctant to make their own decisions because they might not get it right? That ends up making employees more dependent on you, which makes them less effective and takes up most of your time unnecessarily.

In order for people to think for themselves, they need to learn, and in order to learn, we sometimes need to make mistakes. Trust them, and provide them a reasonable margin of error.

Admit your own missteps. When things do not go the way you expect, identify what you could have done differently and share this awareness with your employees. It shows them that you make mistakes too, and it also shows them how they should handle their own mistakes.

Any time you do something right after doing it wrong in the past, tell anyone watching. For example: “The reason I know to press this button is because this happened to me the first time I started it, and I made the mistake of pressing the blue button, thinking ‘This will kill the system, which should solve the problem’ and I found out – the hard way – that it makes matters worse!”

Embrace Egalitarianism

Treat everybody equally. Most of us aren’t as egalitarian as we would like. Most of the time, favoritism occurs at a unconscious level. The tendency is to give more positive recognition to people who somehow remind us of who we are and who really like us, rather than to people who make the greatest contribution to the organization.

In the long term, it’s people in the latter group who will make the most progress towards achieving organizational goals, so monitor your own behavior carefully and ensure you do not accidentally change them, even if they offer you the impression that your positives aren’t working. affect them. Some people shy away from positive feedback but appreciate it nonetheless.

Treat your employees well. If you are kind to your workers and they’re proud of their work, they will pass that kindness on to customers and invaluably enhance your company’s image. Or, they will do the same for their employees and maintain a positive company culture.


Don’t scold a whole department for a single person’s mistake. For example, you notice that Jane is commonly late for work. Instead of sending a group e-mail warning everybody to be on time, confront Jane personally.

If termination is totally necessary, do not automatically give the worker a bad reference. The job may not be appropriate. Emphasize employee strengths and skills.

Celebrate success with your team, whether by giving them a pat on the back, asking them out for lunch, or giving them an afternoon off.

Forget your credentials. Education does not make you a better manager. But experience can contribute to being a good manager.

Avoid making employees stay after normal business hours. Respect their time and private commitment and they’ll reciprocate by producing great results for their managers and their organizations.

Never rebuke an employee in public, no matter how appropriate.

Does the company have a policy for inclement weather? If not, develop one. A good rule is to follow the local school timetable. If classes are dismissed early, consider sending employees home early. If local schools are closed, employees must use their own judgment. They shouldn’t be made to feel that they’ve to risk their lives traveling to work during inclement weather.

Snowy days present a problem for workers with kids. Daycare centers or schools may be closed. Should you allow employees to take their kids to work on snowy days? Contact your Human Resources department, as there may be a security or insurance issue. It is extremely important to respect employees’ time and private lives.

Intervene instantly anytime there’s a conflict between employees. Don’t ignore the problem, or suggest that they solve it themselves. An employee in this situation often feels trapped and helpless, particularly if other employees outrank them or have seniority in the company.

Schedule individual meetings with each employee, then view them together. Contact the company’s mediator if necessary. Solve specific problems, not general complaints. “I hate having to help Bob when he’s behind, because he never does the same for me” is a particular problem. “I don’t like Bob’s attitude” is a common complaint.

Being a good manager doesn’t suggest pleasing people. If an employee continues to cross the line or fall short of expectations, use a feedback sandwich or nonviolent communication to remedy the situation. If they fail, consider firing them.

Before taking drastic steps such as termination, consider moving the worker to another department. He possibly bloomed in a different environment. Be good for your team. Without them you can’t succeed.

I want to thank you for taking the time to read my article on how to be a better manager. I actually hope that its content has been of good help to you.