“Harvard Business Review Manager’s Handbook — The 17 Skills Leaders Need to Stand Out” (Harvard Business Review Press, $50).Compiled from a series of Harvard Business Review articles and essays, the book provides practical advice about leadership mindset and managing (i.e. yourself, individuals, teams, the business). Of its sections, “Managing Yourself” stands out as the most […]
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“Harvard Business Review Manager's Handbook — The 17 Skills Leaders Need to Stand Out” (Harvard Business Review Press, $50).
Compiled from a series of Harvard Business Review articles and essays, the book provides practical advice about leadership mindset and managing (i.e. yourself, individuals, teams, the business). Of its sections, “Managing Yourself” stands out as the most critical because a manager lacking the skills to influence and communicate won't be able to effectively employ the other 15 skills. Here's a look at those two traits:
“Becoming a person of influence” — Senior management, peers and subordinates trust and respect a manager based on her/his actions, not organizational title. Positive actions create personal power, which builds dot-connecting social capital through relationships, a reputation for finding solutions, collaboration, etc. Managers rely upon connections to sell “what, why and how” up, down and laterally.
Leveraging social capital starts when discussing expectations with those involved in the sign-off and/or execution of projects, tasks, ideation, etc. Showing an appreciation for their input and perspectives during this process establishes mutual respect from the get-go. Linking the work involved to “What's in it for me?” and organizational value creates buy-in, which produces commitment to collaborative effort.
As others engage, you have the beginning of your internal network. Strengthen your “alliance of influencers” through: 1. Give-and-take during the goal-setting, alternative selection and execution processes, 2. Helping others solve problems, and 3. Offering opportunities to learn.
“Communicating effectively” — Thoughtful construction minimizes miscommunication. Knowing what to say, how to say it and when to say it employs communication's 3 Cs — clear, concise, consistent. A fourth C — consciousness — binds them together because it organizes the what, how and when.
To consciously communicate, start by listing your three main points in full sentences. Then, list your thoughts around how your audience can relate to those points. Next, “create an outline that places your ideas and supporting points in order.” Using short sentences, no jargon and simple words, draft, edit and finalize your communication.
Takeaway: To excel at their job, effective managers must work through other people.
