Becoming an Effective Manager
Management skill development is a crucial part of graduate school curricula. However, when practicing managers are asked to evaluate the organizational behavior and management courses they took in college, they generally complain that the courses did not teach them skills relevant to their jobs. Most report that "people problems" were their most significant challenge and they felt that their university education had not prepared them to handle this challenge.
In your own opinion and experience, what are the specific skills you would improve upon and the circumstances in which the improvement efforts were made? Identify the specific outcomes that would indicate success in becoming an effective manager.
The first specific skill I needed to work on when I became a manager was listening. Not just hearing, not interrupting with my own thoughts as I heard what other said, but truly listening. This was a hard lesson because my brain is always way ahead of what I am doing. Almost worse, I like to share my own experiences and sometime overtake the conversation and a lot gets lost when others get side-tracked. So I began to practice some techniques I read in the books by Deborah Tannen.
The first skill was to listen without interrupting at all. Focus on only listening. The only thing I allowed myself to say was any reframing or repeating back something I was hearing to make sure I was hearing it correctly. During one meeting with my boss, I listened and heard a few phrases, which did not make sense put together. So when he took a long pause, I restated what he was saying. He looked at me and laughed, and said that he did not ...
The expert examines becoming an effective manager. Management skills development is determined.