Lecture 1 discusses the power of the investment that you made in yourself and the importance of being taught by a professional manager.
As the economy continues to dig its way out of the 2007-2011 financial crisis, companies must compete by being as "lean and mean" as possible. Given this, it is difficult to understand why so many under-producing, inefficient managers and leaders exist. In Lecture 2, Rick covers 4 reasons why he feels that poor managers remain in the marketplace. Very insightful!
In Lecture 3, you will hear Rick discuss in detail the definition of an iManager® , for the first of many times throughout the course. It is critical that you clearly understand the two components of an iManager® because everything discussed in the course is designed to positively impact one or both of these facets.
Additionally, the four-part course structure is discussed. The parts are:
1 - The Reasons We Manage (right and wrong)
2 - The Behaviors and Competencies of an iManager®
3 - Two BONUS Programs to Turn Staff in Your Favor!
4 - The iManager® Commitment to On-Going Success
Note: Please download course outline to follow and take notes
Sometimes individuals struggle with managing because they are doing it for the "wrong" reasons. In this lecture, Rick discusses the top "wrong" reasons why people manage and what to do if you happen to fall into one of these camps.
In Lecture 5, Rick covers the "right" reasons why people should desire to manage. If you are managing for one of these reasons, you already have a strong foundation to build off of to become an iManager®!
In Lectures 6-14, Rick discusses the traits of poor managers. It is important to not only to understand and avoid these traits, but to also turn them in your favor. Additionally, he will provide you his professional advice of what to do if you happen to work for a manager with one, some or all of these "bad manager" traits.
Please download list of iManager® behaviors/competencies.
Poor Understanding of the Business
Relies Excessively on an Advocate in the Company
Becoming a top-flight iManager® involves much more than just avoiding and turning in our favor the traits of a bad manager. It also involves implementing a set of "iManage® behavior" MUSTS that Rick has identified and utilized over his 20+ years of management experience. In Lectures 16-26, he breaks down each of these competencies and provides strategies for effectively implementing and exhibiting them.
Focus on Developing Staff
Sincerely Cares about Staff
Operates with High Integrity
Provides Equal Fairness to All
In Lectures 16-26, Rick provided an in-depth discussion of the behaviors that you must consistently "nail" to become an iManager®. These are in addition to avoiding and turning around the behaviors of bad managers, discussed in Lectures 7-14.
So, the bottom-line is that an iManager® has many behaviors to master and implement. In Lesson 27, Rick discusses a measured plan to master and implement all of the competencies, to ensure your success!
If you haven't yet, please download the list of behaviors that you must implement successfully.
No one is perfect -- not even an iManager®. However, iManagers® quickly own up to their mistakes and issue powerful apologies that includes the three "R" components. Learn the three R's in Lecture 28 and forever apologize with power!
As an iManager®, it is critical to get timely feedback from your staff -- yes from your staff -- regarding how they view your performance (the good, the bad and the ugly). This honest information is absolute GOLD to you, as it provides you timely improvement suggestions and also motivates staff by showing them that you very much value their opinions. However, you must make it easy for staff to provide you the ifeedback, the "gold nuggets" if you will. Bonus Program One (covered in Lectures 29-30) covers all of this -- implement the program and be on the fast track to iManager® success!
Soliciting Feedback on Your Performance - Part 2
iManagers® recognize the value of their staff in many areas, including staff knowledge of how to improve processes in the workplace. Lectures 31-32 cover bonus Program Two, which is designed to get ongoing input from staff on improving their business processes and having them choose the issues that they would like to change and implement a preferred alternative. What a motivator of staff and what a way to improve your business's operational efficiency - absolutely dynamite!!
Staff Input to Improve their Operation - Part 2
In Lecture 33, Rick discusses the critical importance of you committing to become and remain an iManager®. Doing so involves much more than taking this course and trying to remember what techniques to use, when and why. You must commit to keep Rick's fresh perspectives and ideas in front of you daily. 10 minutes, Twice a Day -- The iManager® Way!!
Well, you made it -- I am very proud of you!! I am here if you need me and look forward to seeing YOU in the world of successful iManagers®. Good luck -- you can do this!!
Definition of an iManager®
Reasons Why People Manage
Implementing the iManager® behaviors/competencies
The three "Rs" of an iManager® apology
Staff Feedback on Your Performance
Staff Input to Improve Their Business Processes
Your Committment to Improve
Once again, the definition of the iManager®
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