- Communicate your managerial goals and intentions to your employees, peers, and manager on at least a quarterly basis. Be specific. These goals and intentions should ties to the organization’s strategies and unique challenges.
- Ensure your communicate messages are received as intended.
- Talk about, act on and measure those things that you say are important.
- For every goal or intention, write down three ways your management habits should change to better support the goal or intention. Do those things. Hint: Your managerial practices OUGHT TO CHANGE if you want to get a different result.
- Articulate your goals and intentions in the “goal setting” section of your performance evaluation – hold yourself accountable!
- Seek feedback from your employees and peers during one-on-ones regarding how well you are focusing on and reinforcing your goals and intentions.
- Implement structure, when needed, to support implementation of goals (for example, changing the structure of your team meeting to facilitate team collaboration or changing a report to emphasize the most important information or reinventing a process to better support goals).
- Block out time on your calendar to focus on the tasks that best support your goals and intentions. Even 30-minute blocks, once per day, will help.
- Ask yourself: What can I do today to best move the most important work forward? How can I be a catalyst for excellence? Do those things.
- Be cognizant of the difference between self-awareness and personal growth. Awareness is critical, but can be a waste of time and resources if you do not learn how to be a better manager and then change as a result.
Source: Management Craft
