Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..

1. The Managers Handbook
Morey Stettner
24 lessons for mastering the managers role…..

2. In the end all management can be reduced
to 3 things –
people
products
profits
people come first
– Lee Iacocca

3. Give Criticism
1 Give Feedback
• Don‟t dislike negative • Employee self evaluate
feedback • Ask follow up questions
• No delays – regular • Align Analysis with
• 2 way conversation comments
• All workers thirst for input
Good managers don’t talk about their problems, but make their
subordinates talk about theirs – Peter Drucker

4. Cover Up Bad News
2 Make best of bad news
• Seek bad news don‟t • Display “ego strength”
escape • Set the context
• Prepare to deliver bad – Prepare that failures happen –
Tom peters …
news – Prepare that improvement is key
• Maintain perspective • Get to the point
• Body language counts
• End positive [B +ve]
Communicate everything possible to your partners, The more they
understand the more they will care. Once they care, there no stopping
them – sam walton

5. Do it all yourself
3 Delegate.
• Delegate when possible • Step Back
– Helps focus on the 80/20 – No micro manage | chose the right
person
• Delegation is not
dumping • Clarify the assignment
– Purpose | outcome | performance
– Active | relevant | controls
– Manager is accountable finally • Run an “im not here test”
• Be careful in assigning – MBA! [By Absence]
back
– Beware of “let me show you”
The secret of success is not doing your own work, but identifying the
right man to do the job – Dale Carnegie
Strange as it sounds great managers gain authority by giving it away –
James B Stockdale

6. Departee has nothing to say
4 Pick brains of departees
• Schedule exit interviews • Lay the ground work
• Assure confidentiality • Separate tangibles from
• Keep the purpose intangibles
positive • Request Names
– Not politics – Respected ones
– Networks – hires, vendors
• Employees can come
back • Proper hand over
procedure
The most successful people I have known are the ones who do more
listening than talking – Bernard Baruch

7. Review Performance once a year
5 Do it regularly
• Don‟t dread appraisals • Stick to schedule
– Employees want them ! – Once said is done
• Informal regular • DISC Formula
appraisals – Describe Impact Specify
Consequences
– Balanced | helps formal appraisal
• Strive for accuracy • Suggest – don‟t threaten
– From negatives to possibilities
– Based on facts / information
– Direct / Agreed upon deliverables
• Keep a folder - remember
Its only as we develop others do we permanently succeed – Harvey
Firestone

8. Make Snap Decisions
6 Decide and Deliver
• Decision is the managers • No ambivalence
Job • Create contingency plan
• Collect Facts – Risk – FMEA AFD PPA
– MBWA | MBE | Feedback – Richard Branson
• Derive Alternatives • Use scenarios
– Open Mind | TRIZ? – Best case worst case
• Make a Choice
– It‟s the context not an individual
– Set a deadline | get accountable
The fact is you will never have all the information to make a decision. If
you did it’s a foregone conclusion not a decision – David Mahoney

9. Don’t worry about Praise
7 Exert “Praise
Motivation”
• Sincere Admiration • Timing
– Specific Measurable Actions – Catch employees at their best
Relevant Timely [SMART]
• Acknowledge effort
• Can take many forms – Not only results
– Non verbal | written | verbal – Be positive & aggressive!
– Giving the limelight
• Say it with feeling
• No rationing – Atleast once [in a while]
There is no verbal vitamin more potent than praise – Frederick B Harris

10. Off the Cuff Meetings
8 Plan Meetings
• Who & Scope • Meet and greet at the
– Objective | relevant people door
• Timely • Open with an overview
– 6 hats | specific – 1 min agenda / highlight
• Organize • Note it down
– Material | Orientation of people – Write down actions | expectations
• Orate actively
– Look at everyone as you speak

11. Talk More
9 Listen More
• Listen is 60% of senses • Think “Teach Me”
as manager • Listen for understanding
• Be sensitive and care – Not agreement
– Set the time and your priority up • Distinguish seriousness
front
– If you cant listen set a time don‟t • Act and provide
just nod ! resolution
• Clarify understanding
– Also step in to progress further
Often you hear “ he talk too much” have you ever heard “he listens too
much?” – norman augustine

12. React to events
10 Think Strategically
• Ask pertinent questions • Dig down layers
– don‟t take for granted – Atleast 3 | 5 whys
• Run SWOT engine • Perform Triage
– Sieve irrelevant | relevant
• Involve team
– 80 / 20
– Input | Brainstorm
• Weigh all sides –
consequences
– FMEA | AFD | PPA
To think strategically is to think with discipline and make informed
decisions on the direction you want to go – John Woods

13. Go it Alone
11 Build Alliances
• Share Common interests • Converse, don‟t compete
– Business | social | personal
• Whats in it for them?
• Help when needed • Recognize the rights
• Socialize informally – And say so
– Talk intently | praise on success |
empathize problems
– There is no hierarchy here
Going along with others is the essence of getting ahead, success being
linked to cooperation – william feather

14. Ignore what others think
12 Get feedback
• 360 feedback • De personalize
– Bosses | team | clients | others
• Indirect queries
• Coping with feedback – Whats their general thoughts
– Recognizing | acting | not reacting
• Establish baseline
• Don‟t run from appraisals
• Ensure work is
recognized
Success is all about feedback, feedback, feedback – neither mechanical
systems or organizations can run without them – barbara reinhold.

15. Let them figure it out along
13 Give instructions
• Explain what is required • Rehearse
– Req Mapping | Funky Matrix | – Organize thoughts | practice on
Vision | 7 C‟s or communication somebody
• Focus on action • Start Simply
– Basic to complex | high to low
• Help when required
– Not stand off-ish • Ask for a demo
– Employees to demonstrate
The 5 steps in teaching an employee new skills are >> preparation,
explanation, show, observation, supervision [pesos] – harold hook

16. Speak like a bureaucrat
14 Speak with power
• Body language • Action Words
– Energy, straight, – Pause around it | stress
– No mumble, wishy washy
• Voice dynamism
• Focus on main point – Volume stress time
– Analogies | instances | facts
• Paint word pictures
• Persuasion – sell it – Precise colorful language
– No unnecessary information – Tell visual stories
The finest eloquence is what gets things done – david lloyd george

17. Ignore cynics
15 Win over cynics
• Identify cynics • Demand Evidence
– If proven incorporate as allies
• Don‟t fall for cynism
– Make them the agents of their
– Nodding | smile instead suggestions
– Ask for elaboration
– Nip it in the bud • Provide Evidence /
• Avoid labels remove obstacles
• Let critics stage
experiments
When it comes to people and their quirks, their idio-
syncracies, personality flaws, the variety seems limitless, the managers
job is to keep these human beings from clogging up the workings of
their group – Andy Grove

18. React to Change
16 Prepare for change
• Be the change you want • Dangle rewards
to happen – What are the +ves
– No slogans / clichés • Anticipate multi-outcomes
• Focus on people during – Scenarios / personal / FMEA
change • With-hold negatives
– Informal meetings, direct, – B +ve or neutral
feedback
– Inform and prepare for
consequences of change [layoffs,
routines, locations]
Employees don’t resist change, they resist being changed – Peter
Scholtes

19. Always speak your mind
17 Muzzle your mouth
• Don‟t say much • 80 / 20 rule
– Speak when needed | speak when – 80 listen – 20 speak
something is there | speak softly – 100 observe!
[bruce willis]
– Don‟t bore • Stop | pause | time
– After questions
• Silence speaks – Pauses to intervene to talk
– Silence enhances power
– Nod, timing, expression • Let people vent
– Don‟t react | listen | empathy
• Urge to speak ? – Don‟t Voice generic empathies
– Deep Breath | pause | think
• Make them write
Listen long enough and the person will generally come up with an
adequate solution – mary kay ash.

20. Ask Few Questions
18 Pose questions
• Ask necessary questions • KISS
– Keep it simple and stupid
• Show interest in answers
– Repeat | clarify • Launch one extra probe
– Body language – still attentive eye – Confirming understanding
contact | no shifty jittery – Asking definitions details
• Nod / yeahs • Dig below the surface
• Don‟t feign knowledge – 5 whys | triage
My greatest strength as a consultant is be ignorant and ask a few
questions – peter drucker

21. Hit out at poor performers
19 Lift poor performers
• Set the bar high • Help poor poerformers
– Champion strengths
• Don‟t let losers float
– Challenge with targets / incentives
– Confront their problems / issues
– Enlist peers as mentors
– They cam become entrenched
moles
• Help professionally
WE found most exciting environments, that treated people well and are
tough as a nail. Providing 2 thigns simultaneously : tough and supportive
environments – Tom peters

22. Presentation skills not important
20 Regale your audience
• Be a discussion leader • Customize remarks
– Don‟t shirk from public speaking – General outline / as you go
analogies examples remarks
• First minute counts
– Captivating observation/ • Engage whole group
anecdote/ statistic – Eye contact with all quarters /
– Talk to the farthest person equal attention to foes and friends
– Body language > friendly B +ve • Use Add-on visuals
• Eye contact – Media / images / patterns
– Don‟t let eyes dart around – Structures [images / thoughts]

23. Look for wrongs & tell
21 Criticize w/o criticism
• Test of communication • Be direct
– Choose right words | avoid verbs – Factual | face to face [not email
„is‟ „was‟ etc.. | don‟t be etc..] | state clearly – 7 C‟s
judgmental – Jack is lazy
• Check Assumptions
• Don‟t make assumptions – Prepare with facts | involve
– Check what you are about to say perpetrators | don‟t judge
• Criticism in private • Preserve self esteem
– B +ve | sincere | upbeat | but DO – Mc Gregor – Y | task and not the
individual – person | make
• Criticism not linked with employee commit
emotions
Never criticize until people are convinced of your unconditional
confidence in their abilities – john Robinson

24. Procrastinate
22 Beat the Clock
• Habits die hard • Eliminate time wasters
– Putting off | multi-tasks | – Aimless members
• Confront problem / • Set realistic standards
interaction without delay – Not perfection | question
deliverables / expectations
• Plan and organize
– To dos or only that much
• Stage 15-min bursts
– Upper limits to tasks / helps make
– 80/20 / intent from minute go
headway and generate
momentum
If you ask people what percentage of time they are spending on urgent
but not important tasks it would be around 50% - stephen covey

25. Fear your boss
23 Impress your boss
• Can do • Arm yourself with
– Don‟t take problems / excuses answers
• Be upright / honest • Under promise over
– Taking others credits etc..
deliver
• Be SMART • Challenge in private
– Specific Measured Action
Relevant Timely – Time it / never in public
• Anticipate patterns of
interaction
Managing superiors is like managing clients, both situation simple
involves human beings and relationships – Cynthia Loh
Finally, as an employee you’re still an internal vendor – VR

26. Networking isn’t important
24 Mix and Mingle
• Art of small talk • Keep it positive
– Build alliances / contacts /
interests
• Restate before response
• Show interest energy • Know who is in
– Flat tones / sighs / attendance
– Set expectations don‟t get
involved when no time
– Never ignore
• Praise Praise Praise
Networking is a fancy way of saying “talk to people” – Peter Vogt

27. People are not mathematical
equations,
so managing them is a fuzzier and
more free form process than hard
data

28. Just because you are the manager don‟t
imagine you are in charge of
every thing.
As a boss you have the right to
delegate and enable others to call
shots on your behalf!

29. 24 lessons for a Manager – Role Map
Participate
Regale your
Manage the Win Build Mix &
audiences
Boss Cynics Alliances Mingle
Be Do Deliver
Ask
Listen more Muzzle your Plan Plan for Beat the
Questions
Mouth Meetings Changes Clock
Speak with Get
Exert Praise Criticize
Power Feedback Decide & Think
Motivation Subtlety
deliver Strategically
Manage
Delegate Manage Bad Instruct Give Regular Lift poor Handle
News With interest Feedback Reviews performers exits

30. Roles to play in employment
DELIVERIES / SKILLS PEOPLE / INTERACTIONS
Be Up to date in skills Praise Others
Don‟t think indispensable Praise Self
Learn to say NO
You Communicate direct
Know & network right
Deliver Promises made
people
Timing to perfection B +ve