Influencing

Slippin Jimmy

I am an Asst Manager in a retailing outlet. I am only new into the management scene. Can anybody offer me some advice on where to start and how to influence my colleagues? Our store is very focus driven on sales and other items. How can I get people to meet targets without putting too much pressure on them?

DublinWriter

Duffff-Man wrote: »

How can I get people to meet targets without putting too much pressure on them?

In a word, you're basically asking 'how do I manage people?'.

Have you got a few years to spare?

A great starting point is Mintzberg's theory of personal motivation. In a nutshell he says that in terms of motivation money is actually way down the scale and that things such recognition are far more important to them.

You need to make your people feel appreciated, if not by the organisation then by you at least.

To be honest, sounds like you were thrown in at the deep end without much backup or thought for qualifications.

Slippin Jimmy

DublinWriter wrote: »

To be honest, sounds like you were thrown in at the deep end without much backup or thought for qualifications.

Yeah you could say that . I do recognise my employees and do appriciate them for what they do. I have a word in their ear when I feel they are doing wrong or need encouragement. But I am just wondering what else I can do to be a better manager. Is there any stuff you could tell me about time management?

stepbar

First thing I would say is that - Can you do the job of those that are beneath you? i.e. walk a mile in another man's shoes and so on. You'll get far more respect if you can achieve that one. I work with a management team who are totally unrealistic in terms of overall sales targets etc. I doubt (if they were in my shoes) that they would meet any set targets due to the current environment we are faced with. How in ever, once a salesman for ever a salesman. And as far as they are concerned the notion is that "if I can do it you can do it". The environment one is in (especially at present) is not taken into account. A tad of realism amoungst managers would be helpful. Unfortunatly, most don't want to know.

Darragh29

Duffff-Man wrote: »

Yeah you could say that . I do recognise my employees and do appriciate them for what they do. I have a word in their ear when I feel they are doing wrong or need encouragement. But I am just wondering what else I can do to be a better manager. Is there any stuff you could tell me about time management?

Are you having problems OP in the job? I get the impression from your post above that someone has said something to you on the job that may have hit a nerve? Also, what is morale like where you work?

Slippin Jimmy

Darragh29 wrote: »

Are you having problems OP in the job? I get the impression from your post above that someone has said something to you on the job that may have hit a nerve? Also, what is morale like where you work?

No nobody has said anything to me yet, and I want it to stay that way. Morale is fairly good where I work. People are helpful once you treat the with respect and honesty.

Darragh29

Duffff-Man wrote: »

No nobody has said anything to me yet, and I want it to stay that way. Morale is fairly good where I work. People are helpful once you treat the with respect and honesty.

Well that's good OP. I was afraid when I read your post that the previous incumbent had p*ssed people off and you had to sort that out first.

Slippin Jimmy

Darragh29 wrote: »

Well that's good OP. I was afraid when I read your post that the previous incumbent had p*ssed people off and you had to sort that out first.

I believe treating people with respect will get you what you want rather than treating them like dirt. Is there any advice you could give me?

byrne0f56789

Do a "Richard Bandler" and hypnotise them into reaching their targets. I remember reading a book of his called "Persuasion Engineering" a while back. Some of the stuff actually worked for me. I was terrible dealing with people before.

DublinWriter

byrne0f56789 wrote: »

Do a "Richard Bandler" and hypnotise them into reaching their targets. I remember reading a book of his called "Persuasion Engineering" a while back. Some of the stuff actually worked for me. I was terrible dealing with people before.

That would be a very questionable use of NLP.

SKYDOG

Duffff-Man wrote: »

I am an Asst Manager in a retailing outlet. I am only new into the management scene. Can anybody offer me some advice on where to start and how to influence my colleagues? Our store is very focus driven on sales and other items. How can I get people to meet targets without putting too much pressure on them?

Being New to management means loads of learning on the job. First thing I would say to you is dont be too hard on yourself. You will make loads of mistake and you will learn loads in doing so. Have values and stick to them. dont go into work everyday wanted to be liked by your staff, your aim is to be respected, as you wont please everyone but at least if you are fair they might respect you ( I say might!).
Its well worth your time to start some reading. Try "7 habits of highly effective people" by Stephen Covey (a big name in management training). He has one particular section on "your circle of influence" which might give you good pointer, I wont try and paraphrase as I would not do the section justice.
Good luck. Managing people is tough. I have been doing it for years now but I must admit I like it.

fintan

Most important lesson I ever learned as a new manager was this:

When managing people who have been doing their jobs for years, tell them what you want rather than telling them what you want and how they are too do it.

Eg: new delivery has arrived, let them know and shelves are to be stocked before opening.

Rather than, new delivery, let them know and shelves are to be stocked before opening and they are to start with ketchup etc

Aelfric

OP,

I've been people managing for over 10 years. Lead by example, be genuine and helpful, and explain why things need to be done rather than just giving out instructions. People are far more likely to do something if they understand the purpose. Acknowledge other people's skills and abilities, and don't pretend to know it all. When carrying out a team project, ask the team for their thoughts and ideas - even if you ignore them, they've felt included, not dictated to.

Works for me