The Manager as Engineer (developing a staff that is willing to go to war for you)

The Manager as Engineer (developing a staff that is willing to go to war for you)

by Manager Development Services
The Manager as Engineer (developing a staff that is willing to go to war for you)

The Manager as Engineer (developing a staff that is willing to go to war for you)

by Manager Development Services

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Overview

When managing from the heart, the manager becomes an engineer not only of the physical process, which sets the foundation for his department to excel, but he or she also engineers an emotional, spiritual, and social process instilling the internal practices which enables each individual to excel.
As manager, I must utilize five roles to initiate the process:
Human Being
Mentor
Instructor
Counselor
Orchestra Leader

These five roles enable me to construct an environment conducive to personal growth – an environment in which the individual feels safe and inspired to aspire to their potential. By properly utilizing these roles, I assist each staff member define their purpose, discover their passion, and reclaim their inherent power. Inspiration becomes self-perpetuating, driving them to succeed. As manager, each time I speak to an employee I need to be utilizing each of these roles. I am always a human being, a mentor, an instructor, a counselor, and an orchestra leader. Because of the significance of each of these roles, Pillar III – Process will explore each role individually.


Product Details

BN ID: 2940011104633
Publisher: Manager Development Services
Publication date: 09/15/2010
Sold by: Smashwords
Format: eBook
File size: 195 KB

About the Author

Manager Development Services does one thing and one thing only; we specialize in training managers in the "art" of managing people. We teach managers how to inspire their staffs to become vested in the success of the business and take ownership of their positions. With this, employees become Career-Minded instead of Job-Minded, which means they show up at 7:55 instead of 8:05. They leave their baggage at the door and are proactive and self-managing.

With "ownership," staff understand the principles of interconnectedness and social responsibility - they strive to excel. They understand that everything they do either enhances or diminishes them as a person. They understand that each task, no matter how small or seemly insignificant, adds to their skills, talents, and character. In the truest sense, they are working for themselves, refining their most valuable asset - them.

We teach managers the principles of what we call, "Emotional Engagement." Most managers don't want to get into what they consider "that touchy feely stuff." But let's face it; people are human beings - not automatons. And unless a manager learns how to service his or her staff on a “human being” level, “that touchy feely stuff” will undermine his or her department. Success in business is all about relationships. Make raving fans of your staff and they will be willing to go to war for you.

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