Knowing when you need help and where to get it is a strength not a weakness as you work. No one is completely self-sufficient or in possession of every skill they need. In what areas have you had to ask for help in the past? Where did you go for that help?
It behooves you to develop a support system for when you may need help. Your system may include experts, data sources, advisors and mentors, organizations and suppliers. With a support system like this, the next time you need some help you’ll know right where to go!
photo: Dimitri Wittmann, pixabay.com
Tools are devices you use to carry out functions efficiently. Tools aid you in getting things done. To succeed in your work, tools are essential. They supplement and enhance your own skills and capabilities. You must keep your tools sharp and in working order for them to be useful. Often, you have to adapt them to fit your needs and style.
Tools can range from apps that keep you organized, to methods to track projects and performance, to specific approaches to interviewing and hiring, for example. There are many places where tools are defined and recommended for you. One of my favorites is www.manager-tools.com.
What tools do you employ? What tools work best for you?
Has your new year started out with a lot to do? Does it already feel unmanageable? How do you handle having too much to do?
As a manager, you juggle your own work, managing teams or projects and dealing with colleagues, customers and upper management. It’s a lot. Do you have an approach or system for managing when you become overloaded?
Here are some suggestions. Recognize the signs that you are becoming, or are already, overloaded. Once these signs appear, stop and reassess the situation. Identify the choices you have and decide how you will proceed. Cultivate your ability to discern what really are priorities and to say no when it is called for. Make a commitment not to run yourself into the ground while trying to do the impossible. That only lowers the quality of your work product and leaves you ineffective.
Your ability to manage well depends on your ability to effectively say “too much”.
photo: stevepb, pixabay.com
It happens – projects can slow down, stall or come to a halt and it is up to you to get them going again. The first step in dealing with the inevitability of projects going at varying speeds is to have a system in place to recognize (quickly) that a project is slowing down. A basic project management or tracking system will do this for you. Sometimes, you or a team member can be slow to recognize a project slow-down or be reluctant to reveal it, because of perceived repercussions. Better to get it out in the open, so you can deal with the cause in a timely and forthright manner.
To get a project back on track involves identifying issues and root causes, bringing in the right people to get it going again and solving problems. Avoidance compounds your problems and serves no purpose. You may need time to find solutions. Best to face a project slow-down directly and do what you need to get things moving again.
photo: Witthaya Phonsawat, FreeDigitalPhotos.net