How do you manage your boss?

As a manager, a huge part of your role is to be able to manage your team effectively, take responsibility for their development and wellbeing and get them onside to working towards a common goal. This of course starts with managing yourself. Effective leaders are, first of all, effective in managing themselves, their time, their focus and their emotions. But have you considered that you may also be responsible for managing your boss?

Manage your manager with confidence

Improving your sales results with great customer service

Sales people have a reputation as being pushy and unlikeable.

Considering that in general ‘people buy from people they like’, it makes us question whether B2B (business to business) and B2C (business to consumer) companies are giving sales people the right skills for the current customer.

The answer: not always.

In this article, we will look at a different approach that focuses on improving your sales results with great customer service, rather than so much through sales techniques. 

How to empower your staff

One of the most challenging skills to learn as a manager is how to empower your staff members. Some may say that it is something that comes with time and experience where others will state you have to be great with people in order to empower your team members.

All of the above are true on some level but experience does not necessarily equate to wisdom and being great with people does not necessarily mean being great at empowering people.

In order for the truth, we must dig a little deeper.

Empower your staff

What is empowerment?

Empowerment is certainly a word that is thrown around in the corporate world but when we really look at what empowerment means, it’s actually a number of things.  First of all it is knowing that your staff members are doing the work not just because they need to or have been told to, but because they want to.  Great work comes from empowered and inspired staff.  This means they have the right amount of management and freedom to feel safe but motivated in their job role.  Secondly, empowerment means the individual wants to continually improve, learn and develop.

The 80/20 philosophy

As a manager it can be a challenge to balance your time in the business, especially in today’s working world. Yet, this ‘balance’ of time is crucial if you wish to have a team who will work hard (and smart) for you day in and day out.

The 80/20 philosophy is based upon how much time you spend doing admin versus how much you are leading and motivating your workforce.

Which way round do you feel is more effective for empowering your staff?

80% leading and motivating with 20% administration or 80% administration with 20% leading and motivating.

There is no exact science behind this philosophy and it’s appreciated that many managers must spend a lot of time on the admin side of their job.  However, this can work as a simple reminder that people are inspired by people and great managers are remembered for how they lead, not how much administration work they do.

How much time are you spending hiding behind your computer?

The majority of people when interviewing for a management position state that they are great with people. Perhaps you stated it when you interviewed for your current position and it may have even been what tipped the balance for you being selected.

A simple but highly effective tip can be to put a post-it note on your computer screen that says something like the following “how many hours have you hidden behind your computer today?”  This can then act as a motivator to go and take a walk around your office to see how your team members are doing, engage in conversation or just to stretch your legs.

Important to remember, do not use this tip to micromanage your staff or be over the top with your support. Just do it because you want to do it, nothing more is required.

Train and develop

Great companies understand the importance of investing time into their most valuable resource, their people and there is no greater way of supporting your team members than continued learning and development. Bruce Lee had the perfect analogy and that was to be like water.  Water when moving stays fresh, it’s only when it stops that it becomes stale or stagnant.  The same can be said for the workplace, team members who are committed to learning and developing themselves stay fresh, however it’s down to the management to lead this process.

Learn to trust

Overall, empowering staff is a continual quest (with no finish line) of learning to trust your staff to do the best job possible because they want to do it.  Managers are always remembered for either making their staff members time at work great or tough.  Perhaps you are already that great manager but it’s always a wonderful thing to do to gently remind yourself that your success is a reflection of your team members' success and that of course takes trust, support and empowerment.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

How employees ‘pulling a sickie’ are damaging your business’s health

The first Monday in February has now become ‘National Sickie Day’, the day when, traditionally, statistics have shown the largest number of workers call in sick. Reasons can be attributed to the winter cold and flu season, post-Christmas blues, bad weather or the long length of time until the next public holiday – or even these ridiculous excuses. Although this whimsical term makes it seem like a harmless event, how does it affect the industry?

National Sickie Day

Whatever reason a worker gives for not coming into work, managers must be able to distinguish between those with legitimate ill-health and those who have decided to ‘pull a sickie’. This is increasingly becoming a problem, especially in large businesses where some feel they can get away with it. According to a study conducted by the Confederation of British Industry (CBI), over a fifth of employers perceived that some of their workforce felt entitled to paid days off ‘sick’ as an additional perk to increase their annual leave.1

In 2013, after a slight dip in reported cases, the proportion of non-genuine illness as a reason for not attending work has increased to around 26% 2, so the need to be able to manage employees’ absences fairly and consistently is a key skill to master.

Left unchecked, absenteeism can cause damage to an organisation. This includes reduced team morale where they have been let down by a colleague, it costs the business money in terms of lost productivity, potentially lower quality work produced due to increased workload or a skills gap of the covering employee, and drains management time as they must reorganise work and discipline the errant worker.

Of course on the opposite side of the coin is ‘presenteeism’ where workers will soldier on even in the face of illness, so as not to lag behind in their work or there is a culture where certain individuals are afraid to be off sick. This can be just as damaging to productivity as workers are there “in body but not in spirit.3”

In order to address these issues, a manager must be confident and well-informed of the courses of action available, as well as relevant legislation in place to help them.  Absenteeism must be addressed as soon as possible, and measures should be put in place to prevent it from becoming a problem. However, this can easily be achieved with some knowledge and by following the correct guidelines. For example, by setting up an absence management policy in the workplace, managers will be able to monitor and reduce absence and let employees know what is expected of them. Steps such as conducting return to work interviews will allow for a discussion of the cause of absence (acting as a deterrent but also as a form of support), as well as creating an environment to uncover any underlying issues which can then be dealt with in the early stages. With correct procedures in place, a manager can go a long way towards maintaining a happy workforce without damage to morale or bottom lines.

Capita Learning & Development offers a training course in Absence Management, which will help you develop and manage your workforce, reducing unplanned absences and increasing productivity.

[1] CBI, ‘Fit for purpose’ Absence and workplace health survey 2013, p13
[2] CIPD and Simply Health Limited 2013, Annual Report 2013, p20
[3] http://www.hrmagazine.co.uk/hro/news/1077290/stress-presenteeism-sapping-uk-productivity-research

How to Lead a Team and Gain Respect After Internal Promotion

Most of us start at the bottom of the career ladder and work our way up. We become so proficient at our job, earning respect of the management and becoming a valued member of the team. Eventually promotion is offered, usually within the same team and we can find ourselves leader of the team we were once part of. This does have its advantages, however, doesn't come without its problems.

New to Team Leadership

There is nothing that can gain respect more than people knowing that you have been there and done the job for yourself. You know the systems and procedures, what is expected and the problems that your team may encounter. You can see things from their point of view. This can be a great advantage when leading a team. You know when to cut the slack because of genuine difficulties, but you also know an excuse when you hear one.

The problems arise though when some of the team members may have been there much longer than you, may be older with more experience, or may feel that they were the ones that deserved the promotion. You may find it difficult to be assertive and to feel that you are taken seriously as a manager. Since you were once in their position, you will know how hard the job is and may feel guilty for enforcing deadlines.

So how can you gain respect from your team and get them to do what you need them to without them thinking that power has gone to your head?

Firstly, stop beating yourself up and congratulate yourself on your promotion. It is quite normal to feel this way when you have been used to working on the other side of the fence, as it were. The dynamics of your team have now changed so now you need to embrace this change and take control.

In order to gain respect, you have to give it. Show your team that you value them and support them by listening to how you can help them. Listen to any ideas that they may have. Think back to when you were in their position. If you had a problem, how would you have liked your leader to have handled it? Remember that the only way to get what you want is to ask for it. Never assume that anyone in your team knows exactly what is expected of them. When enforcing a deadline, explain to them when it has to be done by and why, then ask how they think they can achieve it, what do they need to make this happen, how can you best help them? Once they know that they have your full support, then they will do whatever they can for you.

Capita Learning & Development offers a training course in New to Team Leadership, which will help you develop and grow your leadership and management skills.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

As a manager, do you know your impact or are you relying on your intentions?

“It is not enough that your designs, nay that your actions, are intrinsically good, you must take care they shall appear so.” (Henry Fielding).

An effective manager is one of the most significant and valuable assets that the team can possess and the very things the manager does and says could increase the effectiveness of the team - the “Hawthorne Effect” (the increase in productivity and effectiveness that occurs due to the impact of the motivational effect on the team as a result of the interest being shown in them) is prevalent.

Effective Management

But there is a danger that the manager can be the single biggest thing that gets in the way of people performing. In their actions and behaviours, managers - who are human after all - may mean well but it is worth considering that it is the impact of what the manager does, not the intention behind actions and behaviours that ultimately matters.

“Impact not intention” – this must be the manager’s mantra.
Consider the manager who:

• always books things in their teams diaries “to save them the effort” 
• filters communications for the team because “they are too busy to do it themselves” 
• takes on the frequent checking of work with an individual “because it shows I am interested” 
• insists on a weekly one to one with each of their team “because it shows I care”
• pays special attention to underperforming individuals and allows the good performers to carry on without managerial input “because they don’t need me” 

Sound familiar?

“But I meant well, it’s just what they want, what they need,” is the cry that goes up. But who decided that? Are these the best thing for the individuals involved to help them perform?  What are these actions really saying to the team?

How do you know whether your actions and behaviours when managing the team are the ones that are most effective for them?
These managers may be misguided but all want the same thing – for the individual to perform. But what do individuals need from their manager in order to perform?  Why not start by asking the individual?

Whilst it is important to remember that managing people is a collaborative approach and the team cannot decide in isolation what they get, in the managerial process of seeking to ensure that people are developed, the team is built and the task is achieved it is valuable to keep in mind that we are talking about the individuals job and their performance so their voice is crucial.

“Seek first to understand. Then to be understood” wrote Steven Covey.
For a manager, getting feedback on own performance is often ignored in favour of giving feedback on others. But reflect on how valuable it would be to know those behaviours and actions that support and reinforce and those that disturb, disrupt or damage.

There are a few things worth considering:

• Developing and establishing a 360 (or 180) degree feedback system
• Building in time at the end of performance meetings to discuss what you do that supports or gets in the way of your people
• Getting other managers to observe your performance and feedback
• Having effective performance discussions with own line manager, ensuring that objectives relating to the management of people are agreed, measured and fed back on  

Samuel Johnson said "Hell is paved with good intentions."
No manager wants to live in hell so create the opportunity and take the time to check your impact matches your intentions.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Effective Internal Communication: But How?

Communication is a word we know all too well. But what does it really mean? Communication is: “the act or process of transmitting information (as about ideas, attitudes, emotions, or objective behaviour)”, Merriam-Webster.com, 2012 Merriam-Webster, Incorporated. Communication is a two way street - not only talking - but listening as well. Communication is a dialogue, not a monologue.

Internal Communication in the office refers to communication between employees and employers, employers and employees and between employees and employees.

But why is it important to communicate successfully internally in an organisation? 

Internal Communication is a critical success factor in any organisation and should feature on each company’s list of priorities. Over the years organisations have learned that employees will discuss work, projects and the culture in the office on a regular basis. It’s far better to set agendas and discussion points than to have uninformed employees discuss topics they know very little about.

Open communication between employers and employees leads to greater engagement on both sides and employees feeling valued and involved in the organisation’s future.  It can lead to increased staff morale and as previously mentioned staff engagement. Internal Communication also affects staff performance and thus the organisation’s ROI, reputation and brand. When staff understand what is required of them on a daily basis staff morale is high and this increases the organisation’s success. Happy employees lead to happy customers.

Internal Communication is also at the forefront when any changes occur in the organisation. Internal changes within the company will only be successful if the staff are involved and consulted during the change process.  Employees need to have a firm understanding of why change is necessary. 

In order to be effective Internal Communication needs to:

1. Communicate business objectives in a clear and precise manner
2. Should be written in easily understandable language
3. The communication’s results should be easily measured
4. Is delivered in a medium and at a time the receiver is happy with 

Benefits of Effective Internal Communication:

1. Greater staff morale, engagement and motivation
2. Better and more effective management
3. Successful external communication as internal communication complements external communication
4. Employees communicate and live the brand’s key priorities and vision, take Apple for example 
5. Staff will feel involved in any changes taking place in the organisation, thus are less likely to leave once these changes occur 
6. Happy and satisfied staff will lead to happy and satisfied customers 
7. Informed decision making

View our Postgraduate Diploma In Internal Communication Management. Or for more details please contact us on 0800 022 3410 or email us with your query: enquiries@capita-ld.co.uk

What Makes An Effective Team Leader Or Manager?

Some managers inspire and motivate, but many fall short in their attempts to engage their employees. An "effective" manager takes responsibility for ensuring that each individual within his/her department succeeds and that the team or business unit achieves results. The good news is managerial skills can be developed through training, mentoring, and experience - it doesn't have to revolve around natural talent.

The top 5 most common traits in successful managers include communication, leadership, adaptability, relationships, development of others, and personal development.

As a new or established manager, what skills and behaviours should you be demonstrating in order to lead and manage successfully.

1. Communication - effective managers develop their ability to understand others' communication styles, as well as their own, and how they can be harnessed to create a positive impact on working relationships within a team and the wider organisation.

2. Leadership - Leadership is an essential quality for any manager but one that is sometimes overlooked during the process of promoting a new manager. As a new or established manager are you instilling trust, providing direction and delegating responsibilities effectively within your team? These are all characteristics, which can be developed.

3. Adaptability - The ability to adapt also contributes to a manager's effectiveness. When a manager is able to adjust quickly to unexpected circumstances, he is able to lead his team to adapt as well. Adaptability also means that a manager can think creatively and find new solutions to old problems.

4. Relationship building - Effective managers should strive to build personal relationships with individual team members, which helps build trust. When managers establish relationships with employees it builds trust and employees feel valued, which in turn leads to increased efficiency within the team.

5. Coaching others - Effective managers know when their employees need more development. Coaching skills drive performance within a team and help others achieve more of what they are striving for. Training is the first step to learning, coaching then accelerates that learning process to build skills and deliver real ROI.

If you are reading this blog post and you have experience of the positive effects of other qualities demonstrated by a successful leader or manager then please post your comments below.


In this training update from CAPITA Learning & Development we will look at these top areas that you, as a new or established manager, should be demonstrating in order to lead and manage successfully.

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Each year CAPITA Learning & Development develops hundreds of top leaders and managers through our Leadership and Management faculty. For more details please contact us on 0800 022 3410 or email us with your query: enquiries@capita-ld.co.uk