In recent years, the differences between the traditional managerial style of leading people by dictating what to do and modern management in which leaders inspire and motivate have been highlighted. Good governance involves effective communication, establishing an effective strategy for the company, encouraging employees to excel, and making intelligent decisions, which define Six Sigma. In many ways, a good manager is someone you want to follow and knows how to attract and keep good people around. Taking classes to achieve this is necessary for gaining good skills to help you become a better manager.
The ability to create effective teams, give meaning to work and direction in actions, always outline a direction and motivation for employees, and, of course, delegate effectively is essential to being an effective manager. In this way, a healthy environment is cultivated, with autonomous, self-taught teams that work well both from the office and from home and are supervised when their manager is on vacation. Given that building a successful company is based on the formation of solid and durable teams, one of the biggest challenges for managers is to learn the art of communication.
Knowing how to apply strategies for successful management, through which the team can perform, are skills that define Six Sigma. It is not easy to be a manager, especially a good one. But what does a good manager mean? A manager doesn't have to have superpowers to be good and can make mistakes. He must listen and understand his team, motivate them, be open to proposals, manage the business, solve problems, and delegate tasks according to the abilities of each team member. In other words, he is coordinating the company so that the business succeeds and the work is not a burden for the employees.
Communicate effectively with the team because this will help you greatly in your mutual relationship. Communication is the most critical aspect of management. Make sure you train your team well and articulate your plan and vision as best you can regarding specific projects or goals you set. Let your employees know you are always willing to listen to their problems and help them overcome their problems. Also, reassure them that they can ask questions without feeling embarrassed. It is essential to constantly collaborate with the team to solve the issues and encourage business development quickly.
The team must be motivated to maintain their productivity. Do not think that they are obliged to perform, under any circumstances, the work for which they are paid. You have to understand that sometimes you have bad days or complex tasks. Then, you have to step in and encourage your employees to work harder. Motivation is closely related to productivity, influencing the company's success. A manager does not have to be cold and authoritarian according to the rules that define Six Sigma. The function already inspires authority, so there is no need to adopt an attitude of superiority.
To create a pleasant work environment, you must befriend your employees. This aspect is a form of motivating staff and increasing productivity. Be open-minded! Admit that you don't know everything and accept other perspectives or ideas. Allow employees to come up with suggestions where needed and praise them for their involvement. Teamwork always brings performance. Delegating responsibilities means knowing each member of your team. Identify everyone's skills, talents, and inclinations so you can assign them the right tasks. Each employee can excel in some aspects, and if everyone gives their best, the business will constantly evolve.
Always praise employees when they succeed in achieving an important goal. That will convince them their work is appreciated, boost their morale, and motivate them further. At the same time, other team members will be stimulated to work harder. What define Six Sigma is that it teaches you that mistakes should not demoralize you but constitute essential lessons. First, analyze the errors in depth to see what caused them and how to avoid such things in the future. One mistake doesn't make you a less good manager; you can learn important lessons from it.
Employees must be respected, even if they are subordinate to you. Make sure they don't feel embarrassed in public. Sensitive subjects should only be approached privately. Criticism can be constructive, but you must know how to "package" it. Otherwise, you will only demoralize them, which decreases productivity. Therefore, a good manager must learn how to coordinate the activity of employees, constantly collaborate with them, and use all resources to the advantage of the business. To understand what you will do, you must have an objective.
The plan or the action that leads to achieving the objective belongs to planning. Adequate initial planning prevents poor results. There are many ways to reach your goals; you have to find the way that works and carry out your plan according to the laws that define Six Sigma. Successful management depends on managers with decision-making power. Good decisions lead to the appropriate allocation of resources: who you hire, promote, and charge with new responsibilities and how you will solve the problems that arise during the day. The information must precede the decision.
Understanding this rule helps you not get bogged down in unnecessary details once you've learned everything you need to make a good decision. Balancing thinking and action is the most crucial element of correct management and effective managerial decision-making. If the process used to express the hypothesis, obtain, analyze, and synthesize the information is satisfactory, the manager already knows enough to take action and then learn from the results. Thinking and action are not alternatives but inseparable. The main objective is to ensure that you have obtained the expected results following the planning of the objectives.
To control your business, as a manager, you have to track several such objects: objectives, people, information, time, money, and the way activities are carried out. To know if you have reached where you wanted, in addition to planning, a manager must know what he likes to do, where he wants to go, and what should be changed along the way. As a managerial function, control ends the management cycle, monitoring the quality of the management process and the efficiency of the work performed by the entire team in the short, medium, or long term, and that is what define Six Sigma.
