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Management Approaches/Behavior



As a member of the LCCS
management team, you follow the guiding principles and emphasize the management
priorities shown above in your LCCS management practice. Within these
principles and priorities, your management practices within LCCS focus in
twelve areas as shown below. Under each area are the knowledge, approaches, behavior,
and management techniques expected of LCCS management team members.


A.            
Supporting and
furthering LCCS’s mission:


·      
Understand
and value LCCS’ mission.


·      
Value
LCCS’ employees and activities.


·      
See
LCCS’ goals as personal action steps.


·      
Be
responsive to the needs and interests of LCCS’ clients.


B.            
Participating
on the management team:


·      
Understand
your roles with others, where and how you fit-in.


·      
Work
within the scope of your responsibilities and authority.


·      
Follow
LCCS’ policies and procedures.


·      
See how
your duties/responsibilities relate to other areas of the agency.


·      
Understand
LCCS’ budget, financial reports, and other management data.


·      
Respect
the confidentiality of management discussions and problem solving activities.


·      
Support
management when you or your subordinates are unhappy with policies and
decisions.


·      
Do not
pass your frustrations and negative opinions down-the-line to your
subordinates.


C.            
Bringing
leadership to your level within LCCS:


·      
Bring
the same energy and commitment to the job when things are not going well as
when they are.


·      
Accurately
understand and value your skills and limitations.


·      
Be
well-organized and prepared when handling any job.


·      
Handle
tasks in a timely manner.


·      
Take
personal responsibility when you see something that needs done and no one is
doing it.


·      
Pitch in
and work a little harder, do a little more when necessary.


·      
Invest
most of your time and energy in getting the job done.


·      
Focus
primarily on what is working, on what is going well.


·      
Focus
your attention/energy on how to get ideas to work and away from why they will
not work.


D.            
Receiving
input:


·      
Do not
hold yourself out as the standard for how other employees should think and
feel.


·      
Assume
employees believe what they say and do not intentionally misrepresent anything.


·      
Understand
that employees seldom complain when there is not a real problem.


·      
Stay
open to the ideas and suggestions of employees.


·      
See and
understand problems and ideas from employees’ points of view.


E.            
Defining
tasks and assignments:


·      
Make
sure a job needs to be done and is worth doing before having anyone do it.


·      
Make
sure a job can be done before holding employees accountable for it.


·      
Provide
clear structure and direction for your subordinates.


·      
Help
your subordinates understand how their jobs fit in with LCCS’ goals and
activities.


·      
Build on
employees’ abilities and strengths instead of focusing on their limitations and
weaknesses.


·      
Give
employees reasons/explanations when requested.


F.            
Delegating
responsibilities:


·      
Clearly
define and communicate your goals and motivations.


·      
Be clear
about what you want/expect from your subordinates.


·      
Be sure
employees know why tasks need done, why they are important.


·      
Make
sure employees know how to do what is expected before holding them responsible.


·      
Retain
general responsibility when delegating tasks and activities.


·      
Do not
delegate responsibilities that require your direct action/involvement.


·      
Do not
delegate a task and then try to manage it.


·      
Delegate
both operating responsibility and functional authority.


·      
Delegate
as much scope of responsibility/authority as necessary to get the job done.


G.            
Coordinating
resources:


·      
Be
familiar with and know about how to use outside resources to benefit LCCS and
its clients.


·      
Be
familiar with and use all the resources of LCCS.


·      
Understand
and use the informal procedures and processes within LCCS.


·      
Be
familiar with and use the knowledge, skills, and abilities of employees.


·      
Make
sure work and responsibilities are distributed fairly.


·      
Distribute
work and responsibilities based on employees’ strengths, preferred areas, and
away from weaknesses.


·      
Do not
take advantage of employees who cannot refuse.


·      
Do not
take advantage of employees who are especially good-natured or cooperative.


H.            
Supporting
subordinates:


·      
Do not
hold yourself out as necessarily the best judge of how the work environment is
for employees.


·      
Advocate
for the needs and interests of your subordinates within the context of the
needs and interests of LCCS.


·      
Trust
your subordinates to act in the best interest of LCCS and its clients.


·      
Give
your subordinates as much personal control as possible over their work
environments.


·      
Give
credit where and when credit is due.


·      
Be
sensitive to the motivations and interests of employees.


·      
Be
sensitive to the feelings and opinions of employees.


·      
Value
the varying styles and personalities of employees.


·      
Be
patient and tolerant with employees.


I.            
Problem
solving:


·      
Anticipate
problems and opportunities.


·      
Deal
with problems and conflicts as soon as you become aware of them.


·      
Be slow
to confront or argue.


·      
Fit the
intensity/forcefulness of your reactions and criticisms to the seriousness or
importance of the problem or incident.


·      
Be
assertive but tactful.


·      
Ask
employees to help solve your problems instead of simply trying to get them to
accept your solutions.


·      
Deal
more with the problem and less with the employees when employees are upset or
unhappy with each other.


·      
Be
flexible and willing to compromise.


·      
Do not
deal with employees in win/lose terms.


·      
Accept
shared responsibility for assuring employees get their interests met, get a
good deal.


J.            
Decision
making:


·      
Remember
and own what you have said, agreed to, and what you have done.


·      
Work to
decrease use of power and control and to increase your influence.


·      
See each
of your decisions as an opportunity to improve conditions for clients or
employees.


·      
Try to
understand the what/why of problems before taking action.


·      
Evaluate
the cost/benefit of actions before taking them.


·      
Make the
difficult or unpopular decisions and accept responsibility for them when you
believe it is necessary.


·      
Be
prepared to handle employees’ being upset or unhappy with you at times.


K.            
Monitoring
activities:


·      
Understand
that there are ordinarily several ways to get the job done and usually not a
best way.


·      
Attend
to details without getting bogged down in them.


·      
Understand
the 80% rule: not until 80% of your subordinates can do a task right 80% of the
time should you insist on 100%.


·      
Give
employees clear, frequent, and accurate feedback.


·      
Spend
more of your time telling employees what they are doing right than what they
are doing wrong.


·      
Assume
employees are trying to do well, are trying to succeed.


·      
If
employees are not succeeding, assume that they do not know how, do not think it
matters, or are being prevented from succeeding.


·      
Teach
your subordinates to work smarter instead of pressuring them to work harder.


L.            
Disciplining
subordinates:


·      
Be quick
to praise and slow to criticize.


·      
Hold
employees responsible only for what they can do and can control.


·      
Handle
it as a training problem when employees cannot do what you expect.


·      
Handle
it as an attitude problem when employees will not do what you expect; but be
sure not to confuse will not and cannot.


·      
See
attitude problems as management opportunities and intransigent attitude
problems as management failures.


·      
Compliment
publicly, criticize privately.


·      
Before
recommending or taking disciplinary action, make sure the employee knew what
behavior was expected, knew how to do what was expected, could have done what
was expected, and actually did not behave reasonably and responsibly.


·      
When
reprimanding a subordinate, keep it short, limit it to your immediate point,
and finish by affirming the employee’s value and abilities.


CHAPTER SEVEN




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