| Many leaders secretly share with us that they | | | | you hire us, consider it done."( |
| wish they had received management training | | | | 2. Become a "debriefing expert" and help your |
| earlier in their careers. By the time they take on | | | | people reflect on what works well and what |
| major leadership roles, it is assumed that they | | | | doesn't. Former Top Gun pilot Chris Greene |
| know HOW to manage. They tell us that this is | | | | teaches managers in corporate America to |
| rarely the case. | | | | formalize the debriefing process he learned in the |
| Effective management is a skill and, like other | | | | military so that it becomes a natural part of the |
| skills, it takes practice and patience to develop. | | | | team's continuous performance improvement |
| Here are three proven tips that will give you a | | | | process. In the military, failing to address and |
| leading edge: | | | | correct mistakes immediately can have disastrous |
| 1. Write down your top performance standards | | | | effects. Organizations and corporations may not |
| and share them with prospects, clients, | | | | have lives on the line, but unchecked mistakes |
| employees, and your boss. If you are not sure | | | | can prove very costly. |
| what they are or how to express them, chances | | | | 3. Schedule time for strategic planning. According |
| are others don't know either and you are leaving | | | | to Pat Nickerson, author of Managing Multiple |
| a lot to chance. J.Ferm client, Barbara Wayman of | | | | Bosses, senior executives spend between 30-40 |
| BlueTree Media, shares her standards with | | | | percent of their time engaged in strategic planning. |
| prospects, clients, and partners so they know | | | | Managers, on the other hand, spend about 5-10 |
| what to expect when working with her. They | | | | percent. This leaves little to no time to plan what |
| include: "Quality matters, so you'll always receive | | | | to delegate, how to motivate, and resolve |
| our best work," "We'll speak up and share our | | | | conflicts strategically. Avoid this trap by scheduling |
| expertise so that you can make the best | | | | a recurring appointment with yourself to plan. |
| decision," and "Our work is start-to-finish. Once | | | | |