how to be a great manager pdf

8/11/2019 How to Be a Great Manager PDF

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Management Development Program

(MDP)What Makes a Great Manager



What Makes a Great Manager

Why Management Is So ImportantTraits Of A Great Manager

What Do Employees Want Out Of A Job?Characteristics Of Great EmployeesWhy Employees LeaveInstilling TeamworkDealing With Problem Employees



Why Management is So Important

Your staff likely spends more time with you than with some of theirown familiesYour staff relies on management to get them the resources theyneed to get the job doneYour staff trusts you to look out for them and their well-being. Theyalso look to you to provide a safe work environment.Management directs the ship and sets the tone for the locationManagement keeps the team focused on the goals at hand

Management provides structure. Structure is needed for success ofa restaurant.



What Do Great Managers Do Differently

Than Average Managers?They respect ALL employees, even the problem employeesThey are always aware of how he/she is doing in the job and constantlyreevaluates the job they are doing to get betterThey understand what makes their employees tick and how to motivate

themThey create a sense of belonging/teamwork. Their door is always open.They make the workplace fun!They let their expectations be known and as an employee you always knowwhere you stand.

They’re a great role model They understands how their role fits into the big pictureThey inspect what they expect and hold people accountable daily



What is The Secret of Great Management?

Understanding and motivating every employee sothat they feel good about what they are doing and

who they are doing it for. Employees need tobelieve in their leadership and that management

has a clear understanding about what needs to bedone to make the restaurant successful.



Managing Your Employees As you can see, management has a lot to

do with how you motivate, reward,

recognize and treat your employees. Let’slook at what makes a great employee.



What Do Employees Want From TheirJobs?

To feel respectedTo be treated fairly

To not be embarrassed A chance for advancementTo be listened to

To be rewarded for a good job – paid wellTo be a member of a team



Characteristics of GreatEmployees

Highly MotivatedHigh Character

Helpful to others, takes on addedresponsibilitiesDon’t work just for the money, they truly

care about people and service to othersSacrifices for the good of the restaurant



Why Do Employees Leave?Money?Window Office/Lack of Promotion opportunities?

Perks?Poor Management/ Don’t like their supervisors Which of these reasons do managers directlycontrol?



People Leave Their Bosses, NotTheir Jobs

Careful selection of employees and managers can have a hugeimpact on your employee retention efforts and employee turnovercosts at your organization.

It has been said more than once, and for good reason, thatemployees leave their bosses - not their jobs. A Florida StateUniversity study scheduled for full release in the Fall 2007 issue ofLeadership Quarterly confirms this. The study conducted by FSUprofessor Wayne Hochwarter and two doctoral students - Paul

Harvey and Jason Stoner - shows that 40% of employees work forbad bosses based on survey results.

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http://www.fsu.edu/

http://www.fsu.edu/

http://www.fsu.edu/news/2006/12/04/bad.boss

http://www.fsu.edu/news/2006/12/04/bad.boss

http://www.fsu.edu/

http://www.fsu.edu/







People Leave Their Bosses, NotTheir Jobs (cont.)

The reasons that employers score poorly are varied and many:

39% of workers said their supervisor failed to keep promises37% indicated their supervisor failed to give credit when due31% said their supervisor gave them the "silent treatment" duringthe past year27% report their supervisor made negative comments about themto other employees or managers24% indicated their boss invaded their privacy

23% said their supervisor blamed others to cover up personalmistakes or minimize embarrassment



Instilling TeamworkWe all have an inherent want and need to bepart of something bigger than we are

The outcome of what a group can accomplish isso much more than what individuals alone canaccomplishIndividuals can bring the diverse outlooks and

unique attributes to the team, making it an evenstronger environment for leaders to bedeveloped



Listening To Your EmployeesListening to your employees willcommunicate that you care

Provides a platform for employees topresent new ideasSuggestion boxes and pre-shift meetings

can provide a way for employees to sharewhat is going on in the workplace or a wayfor them to present new ideas



Praising/Evaluating YourEmployees

Remember This- The majority of youremployees want to meet your expectations

Praise/recognition is more important thanraisesEvaluations should be done at a minimum

once per year to let the employee knowhow they are doing versus establishedtargets



Employee DifferencesManagers need to determine what driveseach employee, what each employee

needs are and what they can bring to thetableEmployees are not clones of you. Eachhas a different belief and moral structureNeed to adjust your management style tothe employees



How to Deal with a ProblemEmployee

Decide what needs to be correctedSit down with the employee to discuss concerns as soon aspossibleDevelop a plan of action, with a timeline

At the end of that time period, determine whether the employee hasmade improvements and whether they should remain in the jobNever let a problem employee take you or the store hostageLife is too short to work with miserable people or people who bring

your team down



Managing Millennials1. Provide Structure2. Provide Leadership and Guidance3. Encourage their Self-Assuredness, Can-Do attitude and

positive personal self image.

4. Take advantage of their comfort level with teams5. Listen6. Consider their desire for challenge and change7. Use their ability to multi task to your advantage8. Employ their knowledge of computers, cell phones and

electronic literacy.9. Capitalize on their affinity for networking10. Provide a life-work balanced workplace11. Provide a fun, employee centered workplace



10 Beliefs of Great Managers1. Managers believe that people are innately good. Without this core beliefand faith in people, great management is not possible.2. Managers believe they do not work on their people, they work with them;they enable and empower them.

3. Managers believe that ―empowerment‖ comes from within, and has moreto do with self-motivation and innate talent than with the acceptance ofauthority. They get their cues from the person , not from the task orprocess.4. Managers believe that all people have strengths which can be madestronger, and that their weaknesses can be compensated for to becomeirrelevant.5. When it comes to training, the great managers do not believe they train people , they believe they train skills and offer additional knowledge.



10 Beliefs of Great Managers(cont.) 6. Managers believe they coach and mentor people, and they love doing so— not ―like,‖love .7. Managers believe that the people they manage are more than capable ofcreating a better future. They hold great faith and trust in the four-foldhuman capacities of physical ability, intellect, emotion, and spirit.

8. Managers believe in the power of positive, affirmative thinking, and theyhave a low tolerance for negativity. They are confident and eternaloptimists.9. Managers believe it is their job to remove barriers and obstacles sopeople can attain the level of greatness they are destined for. They believethat ―can’t‖ is a temporary state of affairs, and that everything is onlyimpossible until the first person does it.10. Managers believe that their legacy will be in the other people they havehelped to achieve worthwhile and meaningful goals. They believe thatsuccess is measured in people who thrive and prosper.

how to be a great manager pdf

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