Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

EVERYONE CANNOT BE A MANAGER !

Jules Bernier - présentation Octobre 2011
by

MC Jaillet

on 10 March 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of EVERYONE CANNOT BE A MANAGER !

Everyone cannot be a manager! Conclusion Human First! Research Manager Manager Characteristics To be yourself To have the courage
of your convictions To deal with ambiguity To enjoy action To be respectful of others To be in good physical
and mental health To empower your collaborators To enjoy your work To be a real team player To know how
to communicate To be rigorous Team Player Communication Courageous Rigorous Jules Bernier, VPHR

BATH FITTER
Southeast Branch Managers Meeting
October 26-27, 2011 Human Performance Factors Affecting Workplace Performance Could your employees perform better than they are currently performing?

What is holding them back ? WORKSHOP! Your
Networks! Henry Mintzberg Laurent Lapierre
HEC Montréal Managers...
Why do some succeed
where others fail ? Managing is not a game of pleasure!

Managing is difficult. It is a big responsibility. It is a complex task in that it always involves the management of people by another person. It is a task certainly much more complex than certain gurus would lead you to believe.

Management would suggest the exercise of free arbitration and judgment. Management rests on freedom and on a judicious and responsible use of a margin of maneuver.

Even if it is difficult and the freedom is restricted, to manage is to completely assume the responsibility of this margin of maneuver.  Manager, it is the challenge of man before anything else:

« It is people management skills that remain the falling point of many personal careers and of the best plans, principles or organizational policies.

The standard of people management, day by day and every minute, makes the difference between plans that remain good on paper and finish in disaster and concrete, realistic projects that lead to success because they are well managed. » Poor management: a cause of many worries!

Many business failures are not caused by a poor strategic management or a poor organization of resources. They are often attributed to faults in people management.
Managing people is not easy, but it is not a problem that we will be able to resolve once and for all. Managing people is probably one of the greatest difficulties that managers face.  It is not a relaxing job!
« Normally, managers work very hard and work very long hours...

I do not believe that we should demand more from them, but in certain cases, maybe we should be demanding something else.

In the western culture, professional advancement means obtaining management positions, but it is a role that one must be cut out for.

It also has to be something that we enjoy! One must be happy in the action of things and enjoy the continuous rhythm that it suggests, because this profession calls for a total engagement.

Those who do this work half-heartedly should stop making themselves suffer and hurry to find another direction. »

Henry Mintzberg, Managing, 2009
« The manager gets things done through other people by coaching, motivating, building teams, strengthening culture and so forth…

the manager gets things done by using information to drive other people to take action » Need a good dose of courage
Defending idea
Pay the price if they fail
We must dare and persevere Be known for reliable judgment
Freedom demands more rigor
Well document yourselves
Arguments based on solid elements and on all the data of a problem  HOW TO KNOW IF YOU ARE A GOOD MANAGER?
You should ask yourself several questions.

Is their a dynamic in the Branch?
Are employees enthusiastic?
Is the situation in the Branch improving?
Are we advancing in the desired direction?

However, you risk making an arbitrary judgment.
The danger is to believe that you are doing a good job, but in reality things are going bad.

That is why it is important to be surrounded by people who will tell you the truth. I am not a big fan of employee satisfaction surveys. In my opinion, it is more important to ask a trusted person to go ask honest questions of your team and to draw you a true picture of the situation.  Take time for yourselves
Research mental balance
Work with happy people
Develop your personal networks Helping one another
Sharing information Personal support
Form relationships with people who help you get back on track during a bad day. These may be friends or colleagues with whom you can just be yourself

Purpose
Include in your network bosses and customers who validate your work, and family members and other stakeholders who remind you that your work has a broader meaning

Work/life balance
Seek out people who will hold you accountable for activities that improve your physical health, mental engagement, or spiritual well-being Communication is listening
Transmit message understood by listener
Speak the language of the employee
Promote face-to-face contact To be able to manage conflicts Deal with ambiguity
Things are not always clear and there are many grey zones
We must be able to work with ambiguity
If we manage our margin of maneuverability well, it could become an opportunity Manager versus Employee Selection of Performance Blocks
Full transcript