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The manager's role in developing quality leadership.
Effective management involves understanding the operational aspects of your project or department, as well as developing relationships with staff members that support your business. As a manager, you are responsible not only for financial and strategic management, but also for developing your staff. Most managers consider budget concerns, staffing needs, and strategic planning. It is equally important to understand the importance that your relationships with direct reports and co-workers have on your ability to be successful in the completion of the goals you have set for your project or department

Ask yourself these questions...
o How would you rate your communication skills with your staff?
o What actions develop trust in your working environment?
o What work situations may be diminishing trust in your environment?
o How much time do you commit each week to the important relationships in your work life?

What separates good managers from excellent ones? Research of thousands of leaders indicates that emotional intelligence is critical in many day-to-day leadership responsibilities. As Daniel Goldman, author of Emotional Intelligence has said, the stars of an organization are often those who have thick connections on all networks, whether communications, expertise, or trust.
These connections require a host of soft skills such as effective interpersonal communication, conflict resolution, time management, team building and meeting management to name a few.
Listed below are some important skills for each manager to possess to be an emotionally intelligent leader. In the section that follows, we will highlight some basic skills in each of these areas of managerial concern.

The foundation of good communication with your staff members is developing trusting relationships.
Also important is practicing important skills such as listening skills and giving and receiving feedback. Your staff needs to have feedback from you on a regular basis. Both confirming and corrective feedback is important.

o Involves specific information of a positive or rewarding nature.
Example: I liked the way you trained your co-worker. You outlined the protocol in writing and then listened as he relayed back to you the process. Great job!
o Tells the recipient what was done correctly, what was on track and what is working and how it supports your departmentís goals.
o Is supportive and encourages the recipient to be open to further improvement.

o Relays specific information that provides the recipient guidance and direction in focusing or refocusing energies on a more appropriate job-related activity. Uses task-related observations. Uses ďIĒ statements.
Example: I noticed that this report has several typos on each page. I need you to proof carefully before each report is sent out. Letís talk about a plan to insure these mistakes are caught in the future.
I observed that you were 30 minutes late on Monday and 15 minutes late on Thursday. It is important you be here on time at 8:00 a.m.
o Does not focus on the person and his/her capabilities but rather on job task or action to be changed. It is behaviour specific rather than personality specific. Corrective feedback helps the individual commit to a plan of action.
o Instead of, youíre rude to the customers who come in for advice, say I noticed you donít look up and address customers with a friendly hello when they come into reception; I need you to do this.
o Allows for collaboration on a plan of action. The supervisor and the direct report mutually agree on a development plan of success.

o Deal in specifics. Being specific is the most important guideline for giving feedback whether it is confirming or corrective.
Example: Itís important to file this data in chronological order. We look the information up by date.
o Focus on actions, not a
Contributor: Joy Wilson @

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