I had a question asked of me recently that had me stop and think, because it probably applies to many managers these days. As business improves and we think either of expanding our business with our current people, or contemplate taking new people on, the aspect of job descriptions is often raised, and I’m aware that few, if any, managers get training on how to set up, update and maintain job descriptions.

The manager who asked the question admitted that it had been over four years since he looked at the job descriptions of his team and he wondered if there was some guidance I could give him. Well, here are some tips:

1) Remember, a job description is a structured and factual statement of a job’s function and objectives. It should define duties and responsibilities, be useful in recruiting staff, identify gaps that can be filled via training or coaching, and provide an overview of the functions and activities carried out by the department.

2) It should include: job title and department, reporting relationships, principle purposes and objectives of the job, main duties, key tasks and key result areas.

3) The description of each task should contain three components: the activity (to design, implement, advise, etc.), the object of the activity (stock levels, existing suppliers, computer information) and its purpose (to reduce stock costs, improve efficiency, increase customers, etc).

4) It should be updated and reviewed at least annually, usually during appraisal, and always when there is a job vacancy to make sure the description meets the new needs of the department, and when there has been a significant change in the way the department does business.

5) If you wish to update job descriptions, make sure you:
* let staff know why they are being updated
* involve the job holder in all discussions
* check other people’s descriptions, so there is integration and no duplication when it’s unnecessary
* keep the description in general terms, allowing the employee to show initiative and creativity whenever possible

With change the only constant in business today, you may find job descriptions get out of date quickly, so review them regularly and make sure they reflect your current practices. Otherwise, they won’t be worth the time and effort in putting them together.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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So you’ve decided you want to leave your job. OK, it happens. You come to the end of the line. That promotion you thought you’d get never materialised. Your boss is getting on your nerves.

Whatever the reason, you’ve decided to look elsewhere to earn your daily bread. Let me ask you one question: how should your attitude be while you are seeking new employment?

Most people I speak to tell me that they are downcast, weary and depressed while they are winding down and looking for that new post. Can I suggest you choose a different attitude?

Use your last few days, weeks or months at work as a “growth opportunity”.

One of the deepest of all human needs is the need to fulfill our inner potential. People who live lives filled with regret are people who know they lack the courage to become the people they are capable of being. See your current job as a growth opportunity. See your workplace as a place to develop yourself personally while looking for something new.

You have a choice here. You can 1) be down-hearted and demotivated with your current position and demotivate others while you scan the job pages in the paper and on the net, or 2) see this as a chance to develop your negative-resisting tendencies and learn everything you can about resilience and fortitude while you prove to another employer that you are worth employing.

If someone applies to MTD for a job with us, and they are still employed, we will ask them what they have been doing to keep their motivation high from the time they ‘switched off’ mentally at their current job. We ask how they have developed their skills in the last two or three months. Their answers either convince us they have the right frame of mind to join an expanding company like ours, or they need so much extrinsic motivation that they wouldn’t fit in.

So, if you have decided to move onwards and upwards from your current position, keep in mind that your new employer will be checking out your attitude when you are going through change. So tell them how you are still growing, even though the soil you are currently growing in isn’t very fertile!

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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So many books have been written about managing others; many more than have been written about managing yourself.

But I honestly feel that unless you can manage and deal with yourself, the quality of your management style with others may well be poor.

What can you do to ensure you get the best from yourself? Here are some tips:

Monitor you work hours and check when you get the best out of yourself. You may be a morning person, so devote that time to doing the most creative work. If afternoons are your bag, highlight things you can do when you’re on top form. Set a time for finishing work and stick to it.

Recognise and manage any signs of stress. Monitor whether the signs are more mental or physical. remember that stress can show itself in different ways, so make sure to keep on top of it.

Ask your team how they want to be communicated with. Have regular meetings with your boss and team. Don’t let emails overwhelm you.

Praise and recognise others’ performance regularly. A quick and sincere ‘thank you’ can work wonders for others and you.

Focus on what’s important, not just urgent. It’s no use being busy, but not achieving anything.

Have a balance between physical, intellectual and emotional activities. Stretch yourself mentally often. Stick to an exercise regime. Spend quality time with those who matter most.

Find yourself a coach or mentor. This is very important if you are going to manage your work and career. Look for someone who looks at your success and your career in a positive way.

Revisit Stephen Covey’s ‘Seven Habits of Highly Effective People’ to make sure you keep on top of what’s expected of you, and learn how to manage your emotional state.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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What’s your main purpose in managing? After many years of deliberation, I believe it comes down to one main thing: the results or outcomes you achieve.

Many managers we meet put a lot of emphasis on the activity they and their teams carry out. This is all well and good, but what, exactly, are you hoping to achieve? Being very busy, but not achieving much, doesn’t help anyone.

So you need to prioritise and focus your energy and planning on results. Ask yourself, What is meant to be the result of the work done by my department? What differences should we be making, and how will we measure them?

If you keep your focus on the desired outcomes or objectives, you will know what needs your attention and how long you should be spending on it. Keep your team reminded of these so that they can prioritise their work effectively .

Focusing on results will help you plan for meetings, appraisals, communications,etc. Ask yourself, “What I want to happen as a result of this meeting? How can I ensure this actually happens?”

Be very clear and effective in the way you communicate, so everyone is singing from the same song-sheet and is aware of how these objectives will be measured.

Put the emphasis on results, not activity. Then you can effectively manage your priorities, your objectives and your results.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

Follow us here on Twitter

To quote Peter Drucker, “The stepladder has gone, and there’s not even an implied structure of an industry rope ladder; it’s more like vines, and you bring your own machete!”

Today work environment has changed beyond all recognition, and the journey towards promotion is changing inexorably within business circles. How can you improve your chances of being seen and heard in the promotion stakes?

It’s not enough these days to just be excellent at your job. All that does is make yourself stand out in your current position. You need to discuss with the right personnel exactly what skills and talents are required for the promotable position. Try to become more visible by mixing with those decision-makers who you need to impress. But do it to support the business, not to show off your skills.

The most important skills you can develop to make yourself promotable revolve around great interpersonal skills. Most senior positions demand a higher level of political sensitivity because relationships go beyond the organisational setting and are more likely to have an impact on the long-term viability of the business.

You need to prove that you are able to meet the business objectives the new role will demand. Show your abilities by volunteering for an important project, chair a committee or support a specific interest group. This will show your passion and support for the whole business and you’re more likely to be seen as someone who can add value at a more senior level. If you act like someone who occupies the type of role you are aiming for, you are more likely to be seen by others who make those promotion decisions.

One skill you will need in a senior position is the ability to build and lead teams. Without co-operative networks, the business is less likely to succeed, so you need to be seeking out opportunities to grow team spirit and business acumen. Communicating clear objectives, understanding motivations and personal values of team members are critical knowledge centres for you.

Your ability to manage transition and change will be carefully scrutinised. Remaining flexible and actively seeking ways to progress, keeping people motivated through change and learning from new experiences will highlight the abilities that top management are looking for from their promotable candidates.

Identify role models that exhibit the style and expertise that you know will get you noticed. Look for a potential coach, either in person or through reading and DVD/CD materials, who will help and encourage you through the transition period. The best people will be internal within your organisation, and if you approach them with the attitude of wanting to learn and not show off your potential, you will be in strong position to benefit from their knowledge and experience.

So, being promotable depends more on your ambassadorial qualities as you want to represent your company from a higher level. It demands you demonstrate an active interest in the strategic issues you will face, and ability to reach targets and build value, a genuinely confident communication style and the ability to build good long-term relationships with your teams, colleagues and clients. Remember…making a success of your current role is the best foundation for success in your future roles!

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”