What Managerial Skills are Most Important

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• WHAT

MANAGERIAL SKILLS
ARE MOST IMPORTANT?
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(No Transcript)
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• While many people have a good idea of what it
  takes to be a good worker, the skill set to
  become a manager is different.

Not all workers make great managers.
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• Additional skills, such as beinga good
  communicator and being able to delegate tasks to
  the right team members

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• are very important to being a successful
  manager which then makes everyone more
  successful!

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• THINKING OUT OF THE BOX

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• Managers who seek to find the right tasks for
  everyone think out of the box regularly. They
  offer assistants the chance to learn new skills.

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• They take their middle management staff and give
  them training to hone skills that come naturally
  to them.

For those who are social, they will work with
them on customer service.
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• Employees with natural technical ability may be
  sent to learn new software relevant to the
  industry and to teach their coworkers.

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• Those with a strong grasp on bookkeeping or
  accounting may become the liaison with the
  accounting department or get the opportunity to
  help find tax-saving changes in the office.

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• CREATING MOVING TARGET GOALS

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• Inspiring your crew is a great way to get the
  most from their talents. One great way to this is
  to create goals with moving targets.

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• It has been shown that happiness does not come so
  much with the accomplishment of a goal, but the
  purposeful pursuit.

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• Reward progress, but move the end target. Your
  staff will feel capable and valued, and they
  will give you the best of their skill set.

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• REDISTRIBUTING TASKS

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• There are times when you may promote someone into
  a position where they are very skilled at part
  of the tasks but struggle with others.

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• At times, it is a learning curve that they must
  pass. Other times, however, the office may
  function better as a whole if you redistribute
  tasks to make the most of the talents of each
  employee.

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• This is only successful if the redistributed
  tasks are viewed as new challenges and not as
  work that is dumped on someone else.

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• It should be the high-profile, high-reward kind
  of work and not busywork that no one enjoys.

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• WHEN YOU CAN'T PLEASE EVERYONE

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• There is some ability to get the best work out of
  each employee that you have by rewarding implicit
  skill or a work ethic.

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• However, for this method to be truly successful,
  you need to be able to take a step back and
  understand the difference between work that
  someone is skilled in doing versus work that they
  want.

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• You also must be comfortable with the fact that
  not everyone will like your choices, and that
  there are some people who are impossible to
  please.

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• If you are fair and you reward honest work or
  skill, then your staff will respect you, whether
  they like you or not.

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• BE WILLING TO ADMIT MISTAKES

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• Even the best judges of character may misread a
  person or their aptitude for a skill.

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• Because of this, it is always best to introduce
  new responsibilities on a trial basis with an
  early opportunity for feedback.

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• If it appears your staff member is struggling
  with their new job, you may want to offer
  specific feedback for improvement or consider a
  different division of tasks within the office.

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Seeking a new financial advisor position? Speak
with the experienced financial advisor recruiters
of Willis Consulting Inc.
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you land the position you want. See open
positions at http//www.willis-consulting.com/fin
ancial-advisor-jobs/
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