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Great managers combine an aptitude for leading people with a genuine interest in doing it extremely well.
They learn from experience, never making the same mistake twice.
In the hubbub of daily business life, we find that it's easy to back-burner your personal development as a manager.
To help you refocus and prioritize, we created a free assessment tool, "The Habits Of Good Management."
Below you'll find instructions, the assessment tool (including a PDF of
a blank form for your use), and a scoring guide.Instructions
1) Complete the self-assessment and calculate your scores.
2) Explain to your
team that you'd like their anonymous
feedback to help you do a better job.
3) Put a BLANK unscored copy of the assessment on employee desks or in
their mailboxes.
Click here to get a PDF of the blank form to use with your team.
4) Designate a dropoff point that is out of your line of
sight. Do NOT ask them to put their names on the forms.
5) Set a due date within 7 days by which they should
return the assessments.
6) Recalculate your scores using the assessments your staff
completed.
7) Analyze your scores:
First, identify the management habits where your view
of your behavior differs significantly from their view of your behavior.
Next, identify the habits where you and your team
agree you could do better.
Last, identify the habits where you and your team
agree that your performance is strongest.
8) Use the scoring
guide to create a personal development plan for the areas where your staff
feels you fall short. Remember to maintain the habits that you do
well.
The Habits Of Good Management
|
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|
Management Habit |
Strongly Disagree |
Somewhat
Disagree |
Neither
agree nor disagree |
Somewhat Agree |
Strongly
Agree |
| 1 |
I make decisions promptly, without delays that
negatively affect others and their work. |
1 |
2 |
3 |
4 |
5 |
| 2 |
My "office manners" are courteous and respectful
of everyone, regardless of position or the mood I'm in. |
1 |
2 |
3 |
4 |
5 |
| 3 |
My team members feel that I treat everyone fairly and balance their
work equitably. |
1 |
2 |
3 |
4 |
5 |
| 4 |
I work effectively with difficult people or situations, rather than
avoiding them. |
1 |
2 |
3 |
4 |
5 |
| 5 |
I ask questions when I don't know something, rather than pretending
to know it. |
1 |
2 |
3 |
4 |
5 |
| 6 |
I tell the truth to my coworkers. If I can't share
information, I say that I can't talk about that topic right now
rather than lying about it. |
1 |
2 |
3 |
4 |
5 |
| 7 |
I keep sarcastic, angry, negative or "snarky" thoughts to myself. |
1 |
2 |
3 |
4 |
5 |
| 8 |
I hold my tongue when I'm angry. |
1 |
2 |
3 |
4 |
5 |
| 9 |
I share information quickly and broadly. For example, I brief
my team within 1-2 days after staff meetings with my boss or other
managers.
|
1 |
2 |
3 |
4 |
5 |
| 10 |
I offer specific praise. Rather than simply saying "Great
job", I might say something like "Great job of updating
the charts for each client" |
1 |
2 |
3 |
4 |
5 |
| 11 |
I work on improving my faults, rather than treating them as virtues.
For example, if I always ran late, I would work on my time
management rather than just
laughing and saying "Oh, I always run late!"
|
1 |
2 |
3 |
4 |
5 |
| 12 |
I share power and responsibility by knowing my team's strengths and
giving them room to operate independently. |
1 |
2 |
3 |
4 |
5 |
| 13 |
I know my weaknesses in business. I know exactly who on my
team is strong in those areas, and I draw on their skills. |
1 |
2 |
3 |
4 |
5 |
| 14 |
My words match my actions. For example, if I've talked about the importance of deadlines, I don't keep rescheduling
performance reviews or one-on-one meetings. |
1 |
2 |
3 |
4 |
5 |
| 15 |
I provide negative feedback within 1-2 days,
rather than waiting weeks or months. |
1 |
2 |
3 |
4 |
5 |
|
Sub-total each individual column: |
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|
|
|
|
|
Total
Score:
Add all
four sub-totals together |
|
| |
| Scoring Guide |
|
30 or lower |
Your poor
management habits are probably increasing staff turnover and
frustrating and demoralizing your team.
Are you new to
management, or in a new position where you feel overwhelmed?
If so, prioritize the three habits rated lowest by your staff and
develop specific plans to improve your skills in these areas.
If you're an experienced
manager, consider whether this role is a good fit for you. Are
you burned out in this job or at this company?
Other points to consider:
Is this position a poor match for your interests and capabilities?
Do you really want to manage and lead people or would you be happier
as an individual contributor?
In our experience,
management training cannot substitute for a complete lack of interest or
aptitude. |
|
31 - 45 |
A score in this range suggests that your management habits are
generally inconsistent. A few key habits are certainly
deficient. It also often indicates a team that is extremely
disengaged from the company - simply showing up for work and going
through the motions. Improving these habits is an almost
certain way to reengage your team. |
|
46 - 59 |
Your
management habits are moderately effective. You'll probably
notice in the scores from your team that you do extremely well on
some habits. On others, they probably view you as inconsistent
("neither agree nor disagree" or deficient in certain areas
("disagree" or "strongly disagree" ratings.
Prioritize the habits which will strengthen your
team's overall effectiveness and develop plans to improve these
habits while maintaining your good habits. |
|
60 - 70 |
Excellent
management and leadership habits. You're setting the right
tone and doing the right things to make your team successful.
Don't pat yourself on the back yet, though.
Excellent managers continue to learn and improve.
Look for opportunities to further strengthen the
habits you do best, and work to improve the habits which received
lower scores. |
|
71 or greater |
If your team is high-performing and has low turnover
and a high level of employee satisfaction, this score is a real
testimonial to your effectiveness as a manager.
However, few managers consistently perform all of
these habits at such a high level. A score this high is
therefore often a red flag rather than a compliment. A strong
possibility exists that your team did not take your feedback request
seriously, or is afraid to give you honest feedback. |
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