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    5 Habits of High Impact Managers SecondEdition
    5 Habits of High Impact Managers SecondEdition
    5 Habits of High Impact Managers SecondEdition
    Ebook131 pages1 hour

    5 Habits of High Impact Managers SecondEdition

    By Allen E Fishman

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    About this ebook

    Take your management and leadership skills to the next level.  As a High Impact Manager you will have a willing and focused team who supports your goals and strives to reach new heights in performance and productivity.  

    Discover the 5 Habits of High Impact Managers and how to implement them into your project, department, or

    LanguageEnglish
    PublisherDirect Communication Service, Inc
    Release dateApr 2, 2018
    ISBN9780996667241
    5 Habits of High Impact Managers SecondEdition
    Author

    Allen E Fishman

    Allen Fishman is Founder and Executive Chairman of The Alternative Board (TAB®), the world's largest franchise system offering peer advisory groups and coaching services for business owners. Among other things, he created the methodologies for the TAB system, which have benefited over 15,000 business owners and their businesses in many different countries. Mr. Fishman holds a finance degree, Magna Cum Laude, and a Juris Doctorate law degree. Mr. Fishman is a noted expert on privately held companies. He has been featured in numerous international media venues and is a featured speaker at business engagements around the world. In addition, he is a best-selling author of business books that share his business insights. His books include, 7 Secrets of Great Entrepreneurial Masters: The GEM Power Formula for Lifelong Success, 9 Elements of Family Business Success: A Proven Formula for Improving Leadership & Relationships in Family Business, Strategic Business Leadership and The Alignment Factor: Unlock Potential, Boost Employee Performance, and Increase Profits. For over a decade, Mr. Fishman wrote the nationally syndicated newspaper business advice column, Business Insights. Mr. Fishman was President and co-owner of a consumer electronics chain, which after attaining great success became a NASDAQ-traded public entity.

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      Book preview

      5 Habits of High Impact Managers SecondEdition - Allen E Fishman

      INTRODUCTION

      The principles of the High Impact Manager program were first developed when I was co-owner and president of a company that was so successful that we were able to take it public on the stock exchange. Then, in 1990, I formed a company, TAB Boards International, Inc. (TAB), which is currently the world’s largest peer advisory group and coaching franchise system.

      Shortly after forming TAB, it was obvious to me that most organizations that joined TAB had not been achieving their greatest potential for success. Their executives and other managers were simply not bringing about the highest impact that they could provide. Over time, I identified 24 habits that were typically shared by high impact managers (High Impact Managers) to move their organizations to a higher level of success.

      I’ve tried to turn each of these habits into real world knowledge, which can be applied to help executives and managers. This book focuses on 5 habits that will help you to become a High Impact Manager.

      I formed Allen Training Centers, Inc. (ATC) to provide executives and other managers with the practical knowledge they need to become High Impact Managers who make lasting, positive change within their organizations and their own lives. ATC (www.allentrainingcenters.com) provides training programs, including the High Impact Manager training program that involves 24 in-person sessions with a different habit focused on in each training session. Those managers who take the training also receive online learning that covers each of the 24 topics. For those managers unable to attend live High Impact Manager training, they can take the online training at their own pace.

      I decided to write this book after recognizing the challenge organizations throughout the world face—many of whom are members of TAB—because their managers can’t engineer the greatest impact for their companies.

      Many factors separate High Impact Managers from other managers. High Impact Managers understand how to negotiate more effectively. They manage their time more effectively. They recruit and hire more effectively and they also display certain habits that make them more effective.

      In this book, my approach is to first identify those habits High Impact Managers around the world have in common. I then explore these habits in easy-to-follow, point-by-point ways that any manager can use to bring about greater impact on his or her organization.

      HABIT 1

      Setting Up New Employees For Success

      Managers often do all the right things in recruiting, selecting and hiring new employees. Soon after, the process breaks down. They treat new hires as if they have been working for the company for a long time. There’s no structure for onboarding and integrating these new employees during an orientation period. This is critically important for making the new employee feel like they belong and for their understanding of how he or she fits in.

      Without a plan for integration, your new employees will be less effective at their jobs. They won’t have the institutional knowledge needed to help them do their jobs better, and it will take longer for them to feel like they are part of the organization. As a result, they will be more susceptible to leaving the company before giving the new job a real chance.

      In contrast, High Impact Managers have a structured onboarding process and use a new employee orientation checklist, before the first day of employment. Using a clear formal checklist, they aim to get new employees quickly thinking of themselves as part of the organization’s community. This makes them more likely to become valuable long-term employees. An orientation checklist should include items that familiarize new employees with schedule and job duties, work environment, technology access, training/development and socialization within your organization.

      Use the orientation period as a re-recruitment opportunity.

      High Impact Managers do what is needed to encourage employees from day one of their start of work, to become more engaged and dedicated to doing a great job for the organization. They create an environment that instills passion and commitment, where employees enjoy being part of the organization’s community.

      You will learn about 20 of the most common activities that High Impact Managers use when setting up their new employees for success, starting even before the first day of employment.

      PRE-ONBOARDING ACTIVITIES

      Train Current Employees on How to Help with Onboarding New Employees

      Make it clear what you expect from your current employees during the important on boarding period for a new employee. Consider setting up a training session for your current employees to show them how to be effective in making the right impression on new employees; including what is expected in interacting with a new employee.

      Watch out for long-term employees who resent the new employees and make these feelings obvious.

      Train your direct reports on interpersonal communications and relationship building that would help make a new hire’s initial experiences positive. This includes such things as using good eye contact, a friendly handshake, willingness to give instructions, proper introduction to other employees, active listening, feedback, and patience.

      Assign Long-Term Employees to Share a Meal with New Employees

      One way to get current employees to make a new employee feel welcome is to assign a long-term employee, or employees, to break bread together with the new employee. Assign different, trusted, and well-respected long-term employees to invite the new employee to lunch, paid by the organization, during the first week of work. Some long-term employees will naturally go out of their way to make a new employee feel welcome. However, if expectations are not clear, others may not. You will need to train your current employees to make the mealtime a great experience.

      The employee who is taking the new employee to lunch or another meal must understand their obligation to share insights about the organization.

      For example, at the meal, the hosting employee should ask the new employee questions that are not work related, such as family-related issues, which helps the bonding process.

      The following are some of the many benefits that will often come out of these mealtimes together:

      •Long-term employees promote your organization as a great place to work

      •The new employee feels that long-term employees expect them to succeed

      •Long-term employees share their wealth of knowledge about the organization

      Assign a Mentor

      A mentor should be assigned to each new employee. A mentor is someone who offers their knowledge, wisdom, and advice to someone with less experience. Their role is to develop a relationship where a safe environment exists and the new employee shares whatever issues affect their professional and personal success. A structured mentoring program supports individuals in the onboarding process and provides organizations with the opportunity to give new employees a better understanding of its workplace and culture faster.

      The reason for assigning a fellow employee to be a mentor for the new person is that feelings of acceptance will propel the new employee to become productive much sooner.

      New hires need to know how their own positions and careers fit into the overall organizational structure, and how their envisioned role links with their own career goals and preferences. Mentors offer new employees the opportunity to gain an understanding of the organization and help new hires accelerate the onboarding process. This activity also reduces the likelihood of turnover early in the employment life cycle. For hourly employees, this may be for the first 30 to 90 days of employment. For managerial level employees, the period is typically much longer and may last for the first year of employment.

      If you feel that you do not have the right person to be a mentor in the department of the new employee, choose a mentor from a different department.

      Consider paying a monetary bonus to the designated mentor at the end of the mentoring period, if the new employee is still with the organization. The mentor should also be informed of what they are expected to do or not do as a mentor.

      ONBOARDING ACTIVITIES – FIRST IMPRESSIONS

      New Employee’s First Day of Work

      How many times have you seen a new employee, regardless of position, stuck in a corner the first day because things were not ready for the new employee to start? The first impression your new employee has will stay with them in a way that colors their desire to stay with the company, even if it doesn’t rear its ugly head for a few years. In the same way that we all make first impressions of people we meet for the first time, it is important that your new employees have a great first impression of what it is to work for your organization.

      Be prepared to make a great first impression before the new employee shows up for work.

      Many High Impact Managers will not start new employees on a Monday or Friday. This is because on Mondays other employees are too busy catching up on work after the weekend and less likely to give needed attention to a new employee. Fridays are not advised because one day is not enough time to settle in with orientation needs.

      Introductions of New Employee by the Boss

      A High Impact Manager ensures that a new employee is

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