Guardians of Grail

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How to [link widoczny dla zalogowanych] Walk the L.I.N.E of Effective Management Sheri A.Callahan, Horizon Consulting Group, LLC 803-606-3650 KeynoteAddresses * Training * Performance Consultingwww.onthehorizon.net
I. is for Investigator. The role of the investigator encouragesour sense of fairness as we [link widoczny dla zalogowanych] Make ourselves responsible forfinding the truth of a matter. Investigating an incident, adiscrepancy, a complaint or a dispute belongs to the manager andshould [link widoczny dla zalogowanych] never be delegated to a staff member.
N. is for Nurse. The traditional characteristics of a nurse arethat of understanding, compassionate, dedicated listener andhealer. While a manager will not delve into nursing personal,non-work related issues, he/she will seek to be empathetic andremedy oriented. The nurse always considers the needs of thehuman spirit.
Published Article 2002
E. is for Engineer. What an exciting challenge the engineerholds in stepping outside of the box. There is tremendousopportunity for the manager that defines success as reachingobjectives without mandating identical paths to get there.
There [link widoczny dla zalogowanych] are truly four job titles that we must take on to meet theneeds of any department. This applies to not only the people [link widoczny dla zalogowanych] wemanage, [link widoczny dla zalogowanych] but [link widoczny dla zalogowanych] in our personal lives as well. Think back to mosteffective manager you have worked for in your career. Was he/sheable to mentor the staff, be inquisitive, listen to needs andconcerns, and always seek fair and/or creative solutions? If theanswer is yes, then your boss understood the value of walkingthe L.I.N.E. How about you?
These circumstances then beg the question, "Who is managing thepeople?" Where do we find the time and what can we do to be themost effective managers? The answer must first be qualified bysaying; we can't simply hope that our staff can managethemselves or each other. After all, as managers our firstpriority must always be [link widoczny dla zalogowanych] to manage our people. Yes, we do leadfirst. We do mentor, guide, direct and coach, but ultimately asmanagers it is our responsibility to manage [link widoczny dla zalogowanych] the people that inturn manage their tasks and priorities. [link widoczny dla zalogowanych] In taking that role wealso ultimately agree to play [link widoczny dla zalogowanych] a number of other roles. I [link widoczny dla zalogowanych] offerto you that there is a specific L.I.N.E. that managers can walkto get the most out of their staff.
L is for Leadership. This type of leadership that can inspire,guide [link widoczny dla zalogowanych] and motivate us to reach our goals. Leadership is a finelytuned, confident and thoughtful process. Leadership is nottelling others, but rather motivating by example whileexplaining the values and benefits of success.
Management is no easy task. As managers, we dedicate ourselvesto managing all of the responsibilities that we are handed down.There are a host of reports, budgets, conference calls,policies, procedures, analysis, hiring, firing, documentationand the list goes on and [link widoczny dla zalogowanych] on and on. How is this humanlypossible? Have managers been [link widoczny dla zalogowanych] forced to accept that in today'seconomy corporate America requires that we all work two jobs forthe price of one? I would venture to guess that it has beenaccepted as a "new challenge" for those managers that want toretain employment.