Re: How to be a good manager

Subject: Re: How to be a good manager
From: Alec Chakenov <alec -dot- chakenov -at- gmail -dot- com>
To: al -at- geistarts -dot- com
Date: Sat, 16 Nov 2013 00:22:38 +0600

Thanks, everyone for your responses. Instead of those weekly reports we now
have daily status report meetings. There are three of us in the team now,
working on four different projects. So, everyone in the team understands
what they should do and how they should work to produce the deliverables on
time. It's good to deal with conscious and self-motivated people :)
I will just need to compile a plan and track the progress to ensure we are
meeting the deadlines.


2013/11/15 Al Geist <al -at- geistarts -dot- com>

> I've been following this thread and decided to toss in a few comments:
>
> Getting rid of weekly reports may make your staff "happy," but how does
> that
> help you report to your bosses about the status of a project, or the
> justification of your staff members? You may need those reports to do your
> job and thus help them keep their jobs.
>
> Those reports should be based on the guidelines and deadlines you've
> assigned your staff members.
>
> I agree with Gene.....if your staff is not happy with their assignments or
> with reporting back to you about the status of the projects they are
> working
> on (and any problems that are encountering), then it might be a good time
> to
> have a talk with them about their continuance with the company. You don't
> have to threaten them with "do this or else," but they need to know that
> you
> are now their manager and that you have expectations of them that need to
> be
> met. It's a team effort and the team leader is only as good as all the
> members of the team's participation.
>
> I've moved several times from staff to management. One day I was in the
> break room with other tech writers complaining about "management's new
> ideas." The next day, I was management. I learned that you can still be
> friends with your staff members, but your position in the team was to lead
> them and not coddle to them. If you don't like weekly reports, fine, but
> figure out a way to get the information you need to present to YOUR bosses,
> because it may mean your job or one of their jobs. If it means bringing
> back
> the reports, bring them back and explain to your staff why they are needed.
> If it disgruntles some and they threaten to leave.....let them go. You are
> the manager and not them. Treat your staff with respect and you should have
> no problems, but remember that respect is also a two way street.
>
> I always treated my staff with respect, listened to their concerns and
> suggestions, and worked with them to ensure projects were completed on time
> and to my standards. I very seldom had a problem and often met them after
> work for a pint at the pub.
>
> Al Geist-Geist Arts, LLC
> Fine Art Photography
> Mobile: 231-301-5770
> E-mail: al -at- geistarts -dot- com
> Website: www.geistarts.com
> Blog: www.gooterschmeltz.com
> Facebook: Geist Arts
> See Also:
> Technical Communication, Help, Documentation Management
>
> "We can't solve problems by using the same kind of thinking we used to
> create them." (Albert Einstein)
>
>
>
>
>
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Follow-Ups:

References:
Re: How to be a good manager: From: Lauren
Re: How to be a good manager: From: Gene Kim-Eng
RE: How to be a good manager: From: Al Geist

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