A proven program for increasing your management skills
Managing Assertively has helped tens of thousands of businesspeoplebecome more effective managers by sharpening their people skills.Leading management trainer Madelyn Burley-Allen shows you how you, too, can learn to resolve conflicts and defuse interpersonalproblems that invariably arise at work. Her step-by-steptechniques, clear examples, and competence-building exercises willimmediately improve your supervisory skills, sharpen yourself-awareness, and make you a more confident, assertive manager.You'll learn how to:
* Use eight building blocks to become a more effective manager
* Overcome self-defeating behavior
* Handle criticism to maintain and enhance self-esteem
* State limits and expectations to clarify assignments
* Become a more effective listener
* Receive and give positive feedback to enhance team building
* Handle conflict, stress, personal problems, and a wide range ofother difficult on-the-job situations
* By following the user-friendly, interactive, self-teachingformat, you can work at your own pace as you master managementessentials. Managing Assertively: How to Improve Your People Skills: A Self-Teaching Guide
DOWNLOAD Managing Assertively: How to Improve Your People Skills: A Self-Teaching Guide
Managing Assertively : a self-teaching guide by Madelyn Burley-Allen
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Preface
Be effective in interactions with people --- Need to be “in charge of me” to be effective
Begin - improve listening skills
Supervisors have “people skills” areas of their jobs --- New Supervisors must improve “people skills”
DEFINITION AND GOALS OF MANAGING ASSERTIVELY
… based on valuing the uniqueness of each individual …
DEFINITION: Managing others and yourself assertively is an approach based on the Seven Keys of Goodness:
1. influencing others in a positive way that encourages people to realize their potential
2. practicing an active and initiating (rather than reacting) mode of behavior
3. taking a caring position, emphasizing the positive nature of self and others
4. exhibiting self-expression through which one stand up for his or her basic rights without denying the rights of others and without experiencing undo anxiety or guilt
5. possessing nonjudgmental attitude that diminishes the use of labels, stereotypes, and prejudices
6. taking responsibility for oneself by not making other people responsible for who we are, what we do, and how we think and feel
7. communicating wants, dislikes, and feelings in a clear, direct manner without threatening or attacking.
GOALS – are to increase your confidence, professionalism, ability to deal effectively of your life and by enhancing your skill to express yourself without violating your own rights or others.
Many supervisors perform both managerial and supervisory functions.
Manager ..................................... Supervisor
Sets goals.............................. Meets the goals
Plans ........................................Implements the plan
Does not schedule others work ........... Schedules workers
Anticipates problems ................... Solves problems as they occur
Plans the staffing of supervisory positions ... Hires workers as needed
Knows all relevant functional areas ..... Knows his or her own area
Cannot replace an absent staff member ........Can replace an absent staff member
Delegates training .................... Trains
Finds new resources .................... Distributes the resources
Represents the company ........................Represents the workers and the company
Needs information from company executives ......Needs information from his or her immediate supervisor
Spends time with peers in other departments ....Stays in his or her own department
Meets people outside the organization ........Does not meet people outside the organization
Mediates and negotiates at organizational levels ....Mediates and negotiates at the unit level
Has ceremonial duties, such as speeches, and is involved in community affairs .....Has no ceremonial duties
CH2 BUILDING BLOCKS TO MANAGING ASSERTIVELY From Managing Assertively a self-teaching guide by Madelyn Burley-Allen
Managing Assertively
1. building self-esteem
2. knowing how to listen
3. taking risks
4. knowing how to say no
5. knowing how to give constructive feedback
6. handling criticism
7. knowing how to express and receive positive feedback
8. knowing what you want
BUILDING SELF ESTEEM p. 18
Many supervisors have trouble accepting compliments about the work they do and taking credit for their accomplishments.
Understanding the importance of self esteem is one of the most essential building blocks to assertive supervision
KNOWING HOW TO LISTEN p.20
Just sitting with your mouth closed and nodding your head does not constitute effective listening.
Good listening requires that your listen with your eyes and your other senses as well as your ears.
TAKING RISKS P.22
The risks you take fall into the following categories
1. speaking up for what you believe
2. asking for what you want
3. stating your limits
4. expressing your expectations of others
People are led to believe that asking for what they want is not OK, and therefore doing so is scary.
KNOWING HOW TO SAY NO p.26
Your success relies heavily on your ability to meet goals, implement plans, distribute resources, and mediate and negotiate in your own unit. It is important for you to know what you are willing and able to do with your limited time.
KNOWING HOW TO GIVE CONSTRUCTIVE FEEDBACK p.29
An assertive supervisor will call attention to a problem in a way that motivates the employee to correct it. This is done by letting the employee know what he or she needs to change, that is, stating what should be done about it.
Constructive Feedback :
--is stated in specific terms instead of vague, general ones
--is directed at behavior, rather than personalities
--is an observation of events, rather than labels or emotional judgment
--focuses on a coaching style instead of put-downs
--allows the receiver to solve his or her problems
HANDLING CRITICISM p.31
6th building block is the ability to handle criticism from others without being defensive or upset. There are several factors that may lead you to handle criticism emotionally rather than effectively:
--taking the criticism personally instead of seeing it as corrective feedback
--failing to separate founded from unfounded criticism
--reading into the criticism some message that isn’t there
--seeing the criticism as an invitation to get angry or to judge oneself harshly or punitively
--failing to get specifics and examples of what is being criticized
--believing that expressing criticism is bad or wrong
Recognize the type of criticism being directed at you and then choose the appropriate response.
--teasing kind of criticism requires either limit-setting or a humorous response
--when faced with the “blowing off” kind of criticism – don’t take it personally and concentrate on understanding that it is an emotional release that doesn’t involve yourself directly.
--when faced with the problem solving kind of criticism, help the person tell you what you have been doing wrong, and why it is a problem, then find out what they believe should be done about it. Then come up with a solution that is acceptable to both of you.
KNOWING HOW TO EXPRESS AND RECEIVE POSITIVE FREEDBACK p.32
7th building block is the skill of giving and receiving positive feedback. An effective supervisor knows that people are motivated when they are appreciated, treated with respect, and given credit for a job well done.
When receiving positive feedback simply say “thank you” or “I appreciate your noticing” otherwise you are discounting the positive evaluation of the giver.
KNOWING WHAT YOU WANT p.35
8th building block is knowing what you want, setting goals, and develops a plan to accomplish them. Relies heavily on persistence, perseverance, and the unwillingness to give up despite obstacles.
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