Becoming a Top-Notch Manager
Managing is not about power but effectiveness. To be a successful manager, you need to keep your ego in check and learn everything needed about the rules governing human resources. This includes regulations issued by your state, city and, most importantly, your firm; your firm may interpret the state and federal rules differently, either more strictly or more leniently, as companies often prefer to add their own spin.
Bear in mind that if you have been promoted through the ranks, you may need mentoring to learn what you need to know as a manager. Here are other methods of developing the skills of a top-notch manager:
· Research company policy by reading the employee handbook. This is an often-overlooked tactic for becoming a better manager.
· Learn about the senior team and what is most important to them. Companies, like families, have different cultures and goals. Make sure they know you, too. Be warm and outgoing when meeting in the halls or elevators.
· Learn how to recruit talent and how to interview appropriately. Improper interviewing and the selection process as a whole seem to be ever-expanding sources of lawsuits. If protection of your firm is tops on your list, you will be highly valued by your superiors.
· Make sure you dress the part, that your hair and grooming is consistent with what is acceptable in your firm. Your manners should reflect good breeding. A major recording studio might have different expectations than a private bank. Know the score!
· Be on time, use time management techniques effectively, and keep an organized work area. Maintain accurate records and files.
· Communicate like a pro. Use handwritten thank-you notes whenever the opportunity arises. Be sensitive to the support staff and everyone else you encounter. Use e-mail and communication software to the maximum extent possible, especially if your firm has made a significant investment in technology. Block time each day to reach out with through various methods, including phone, fax and voice mail messages.
· Learn something new every day, and read a book a month, minimum. Don’t stagnate. Grow, blossom and move through your career with increasing finesse and confidence.
· Keep a journal and encourage your direct reports to do the same. At the end of the day, spend ten minutes wrapping up thoughts and ideas that were sidelined during the day.
· When times are tough, be mindful of the timeless advice I once received from Deborah Bernot, my mentor and boss for many years and the president and leader of a $30 billion bank investment program. She reminded me, “Light always shines in the darkness.” In my darker moments, that comment was my strength. I learned many years later that it was biblical.
Attending Leadership University
Once you establish competence as a manager, it is time to work on your leadership skills. Remember, everything you need is inside.
The first thing to do is examine how you view your people. It’s important to know your people are and what’s important to them. Satisfied employees will provide the wind for your sails.
This is where the adage, “God gave you two ears and one mouth,” is critical. Be a good listener. Fight the urge to interrupt and make early comments.
Fairness isn’t always easy to accomplish. As humans, we often tend to like some people more than others. Departing from the luxury of selection based on personal taste is the earmark of a great leader.
If I asked you today about your top people, how much could you tell me? Pick your most valued employee, and try to answer the following questions about her (or him):
· What is important to her? Does she have kids to pick up after school? Is she concerned with her job performance?
· Where did she work before coming to your firm? Where does she live? How long is her commute every day?
· Is she caring for a sick parent? Does she have a handicapped child?
· Is she happy, sad or indifferent?
· What does she do in her leisure time?
· Does she rent or own a home?
· Are her children good students? Are she and her spouse trying to have children and can’t?
· What does she look like, and could you describe her accurately?
· What kind of car does she drive?
· What music does she like?
· What is her favorite sport?
· When is her birthday?
Now run through the same exercise using your least favorite employee. Did you know the answers? The first step in effective leadership is to know who your people are and what motivates them. The second step is to effectively utilize the information you glean for everyone’s benefit.
Many questions—like marital status, sexual orientation, age, etc.—cannot be legally asked; however, it is acceptable to learn this information through the course of normal conversation as long as you don’t use any of it to discriminate in any way.
For instance, suppose someone confided in you that she was trying desperately to become pregnant. If that confidential information influenced your decision to promote her or led to a negative consequence for the employee, you would likely be in violation of federal law, putting both you and your firm at serious risk.
Author's note: An 20-year veteran of the securities industry, advisor coach Patti Branco is a securities industry consultant, and founder of Patti Branco Management Solutions. And can be reached at 903-451-9800. 
