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Executive Leaders: Learning To Juggle Your Managers & Staff
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Executive Leaders: Learning To Juggle Your Managers & Staff - Executive Leadership Articles

Executive Leaders: Learning To Juggle Your Managers & Staff

Executive Leadership Articles

Executive Leaders: Learning To Juggle Your Managers & Staff

Any Executive Manager wants his or her organization to grow and thrive. A sure sign of success is a business with more business. However, keep in mind that with more work comes more responsibilities for management and staff. To keep an organization running smoothly, Executive Leaders must know how to keep a healthy, productive balance between managers and staff.

Evaluate your entire staff. Take the time to take stock of your people. How do they spend the majority of their time in the workplace? Do they feel overworked? Do you feel they are overworked?

It is especially important when evaluating managers to determine if they are spending their time managing or doing the jobs of those they are responsible for supervising. All managers, from the Executive Leader to lower-level managers, can find themselves with this problem. Managers doing their job in addition to the jobs of their subordinates will not be able to completely focus on their work, and may suffer from burnout. The reasons for the extra work are often two-fold: some managers micromanage their subordinates because they do not trust them, and some subordinates truly cannot or do not do their jobs properly.

Management guidelines. For managers who are unnecessarily taking on their subordinates' work, some management training might be in order. Local business schools and professional development organizations will often have classes. At the very least, set clear goals and boundaries for managers and workers. Some micromanagement may be the result of an insecure manager. With clear guidelines from the Executive Leader, managers will have an effective tool to keep them on track with their management responsibilities.

Worker guidelines. For non-management employees, evaluation should focus on their production, efficiency, effectiveness and fit within the workplace. At worst, you may find workers who cannot be trusted to produce solid results or work effectively with their peers even with probation and training. Letting those employees go ultimately benefits the organization by removing a drag on management and the other staff. At best, you may find an employee who can take on more responsibility and perhaps even move up into a management role.

Use current contracts as a starting point. For all employees, compare their actual work with the job they were hired to do. If a worker is doing less than what is required, they may need to be reprimanded or even fired. However, if a worker is doing more than their job description, it may be an indication that they can handle more responsibility and should be compensated accordingly, either through promotion or a raise. If a large number of staff members are doing much more than their job descriptions, then perhaps it is time to reorganize parts of your company and hire more employees.

Keeping up with both management and employees is an important part of an Executive Leader's job. Each organization is unique, so it is up to the Executive Manager to find the most effective balance of managers and staff. The right combination will lead to a positive workplace and a successful business.

 

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Executive Leaders: Learning To Juggle Your Managers & Staff - Executive Leadership Articles

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