Micro-Management
Six Danger Signs You May Be Headed to Micro-Management
1) Do you monitor and manage tasks or do you identify and train to essential competencies?
Do you want to know the big difference between due diligence and a core competency? Here’s a classic example: Collecting 50 business cards per day is an act of data procurement, while training to a 60% conversation to appointment ratio is focusing on an essential component to ensure your sales team’s success.
Don’t focus on accountability to tasks but enlighten to identification. It’s much more important to teach your people the ‘business’ of the business they’re in. If you currently have your sales team accountable to tasks, then you’re merely ‘managing’ tasks. In order to become more effective, you should be training on measurement of competencies so your people can ‘run their own business.’… Read the rest

So often we hear from the owner of a business or the manager of an organization lament about the performance of employees or associates. They speak of it as though they were having an out-of- body experience in which they were completely separated from the activities of the group. When I hear these types of comments, I am reminded of an old Greek phase, translated to
In fact many organizations are faced with the reality that they need to get more results through smaller and perhaps more fragmented teams. As your employees have added and shifted roles, positions, and responsibilities, how do you know you have the right people in the right positions in order to maximize your organization’s efforts and outcomes?…
that scoreboard will report the runs, hits, and errors. In business, the scoreboard maybe a financial statement or a sales report. In a non-profit, it may be the number of people served or the number of programs run. These scoreboards reflect the end result of the business’ activities, but these types of measurements are difficult to use in defining a specific problem or developing programs to make improvements.Most businesses or organizations could not exist without a scorecard.
was very excited by the outcome. Now a year later, nothing has seemed to change. We seem to have the same issues and problems that existed a year ago and spend our time at board meetings in the details of finding solutions. Sound familiar? This month’s issue of the Quill contains an article,
Simplistically, most people will feel motivated and will want to stay in their job if their manager:
employees and staff. Sure there are marketing issues and financial issues that are difficult, but motivation seems to be the most difficult one to address. In a January 2003 

maintain. You must be aggressive, responsive, and quick. Your challenge is getting everyone on your team or in your department committed and focused on achieving organizational success. As an effective team leader, your role is to build the best, strongest, most productive team possible. Your team or department’s results, or lack thereof, will be in direct proportion to the cohesiveness of your team.…
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