Improving-managerial-skills提高你的管理能力.docx

Improving managerial skills提高你的管理能力

　　This issue focuses on improving managerial skills.
A poorly trained manager can make an employee‘s life miserable. For example, you‘ll talk to a person one moment and he or she is thrilled with a new job or promotion. Then, three months later, that person is down in the dumps. In 99 out of 100 cases, the reason employees feel demoralized and no longer like their jobs is because they have a new boss who doesn‘t appreciate them, doesn‘t listen to them, or generally erodes their self-esteem.
Three Basic Skills for Managers
　　Being specific means describing the behaviors of people rather than labeling people. It includes giving both positive feedback that tells them what to repeat and corrective feedback that is firm, yet non-critical.
Examples of how to be specific
　　rs"—something said or done to someone that wears away their feelings of self worth and satisfaction in performance. For example, it is eroding to greet a tardy employee with a sarcastic comment such as, "Late again! You win the prize for being the least reliable person in the department."
Instead, managers must develop ways of communicating genuine respect and concern to the people they supervise by actively helping people to enhance their self-image and to feel better about themselves and their performance. For example, comments like, "I knew you could do an exceptional job on that new assignment—and you proved me right!" if sincere, will make an employee‘s day.
Remember, the best praise is specific, not general. You can‘t just go around saying to people, "I really appreciate your work" or "Thanks for all your effort"—your employees will think you‘re running for political office! Instead, be specific about what was done and the positive consequences of the action. For example, "That report you did for me on Thursday was just what I needed for my marketing meeting." And be sure to give the feedback to the person as soon after the event as possible.