Adela Masarykova - The Happy Manager: How to Make Your Team Happy and Increase Productivity

Smashwords Edition
Copyright 2015 By Adela Masarykova

Edition 2, December 2015

All Rights Reserved

Website: www.adelamasarykova.com

LinkedIn: https://cz.linkedin.com/in/adelamasarykova

Facebook: http://on.fb.me/1KrOsdJ

Table of contents:

I know a lot ofmanagers who are overloaded with work. The work week isnt longenough for them. They work such long hours that they dont havetime for their personal life and family. They deal with a lot ofoperational tasks and dont have time and capacity to think aboutstrategic ones.

Do you have great visions in your mindbut have no time to think about them and realize them, because youhave to deal with too many operational issues? Are your peopleengaged and work independently to achieve the best results? Whileyou are building your company, are you already thinking of the daywhen it will not be dependent on your presence? Do you want to havea successful company and motivated and competent employees who arehappy at work and you can rely on them?

My aims in this book are to guide youon how to build and lead your team so you can loosen your grip onoperational tasks and have enough time to think and create yourstrategy, and mainly, so you create a better balance between workand personal life. This book is for people who want to know how tomanage and lead their people, so the company accomplishes the bestresults without being addicted to your presence. But so your peoplewill be motivated over the long term and work independently andachieve the goals and visions of the company. They will be engagedand your team more productive.

I have 10 years experience of managingpeople. Ive been leading a team of approximately 40 people for thelast six years. Ive had wonderful mentors, coaches and trainerswho have taught me and helped me throughout the years. Id like toshare what Ive learned and what makes me a successful manager.

One of the most important reasons mycompany is so successful is the quality of the team I have puttogether. They are reliable, competent, and self-motivated.

I call myself a happy manager forseveral reasons:

• I can rely on my team,

• I trust everybody in it,

• I trust their decisions.

We achieve our business goals, whichmakes me happy and proud, not to mention pleases the companysowners, who are happy when the company is performing well. :) Atthe same time, I have time for new projects, for preparing strategyfor the next period, taking holidays whenever I need to, havingtime for myself, because I am not addicted to work, and my peopleare not dependent on me. And all this time without connection towork email or telephone.

The book will give you answers thatwill help you to be successful in your managerial role. Thesesolutions will help you to be a happy manager, meaning you willhave a successful team that will achieve goals no matter whetheryou are in the office or not. They will work with the sameeffectiveness and effort. You will be able to rely on them and letthem decide because you know that they will make the rightdecisions, even when youre not there.

These points are very concrete withpractical techniques and tools that you can follow. Ive also addedshort case studies from my experience so you can see the techniquesin real context.

Many managers who successfully managetheir companies use these ideas and tools.

I promise that if you follow thetechniques provided in the guide below, your people will be muchmore loyal and motivated than they are now. You will achieve yourbusiness goals more easily AND have time for your personallife.

Dont be the manager who misses out onhis personal life or doesnt have time for strategic planning foryour company because you have too many operational tasks toaccomplish. Be the manager of the winning team. Be the manager ofhighly motivated people and the happy manager who has time for hispersonal life.

The managerial tips and techniquesyoure about to read have been proven to create successful teamsand highly motivated employees who obtain goals independently. Allyou have to do to build your awesome team is to keep reading. Eachchapter will give you a new insight and specific techniques tofollow.

You will learn:

• how important it is to have the rightpeople in your team and who the right ones are

• what to do when your employee doesntachieve expected results

• how to give supportive feedback andwhen and how to graduate the feedback

• why not to use the sandwich feedbacktechnique

• how to teach your people to decideindependently and why it is important

• how to increase peoples motivation andloyalty by job meaning

• how the relationship between managerand employees affects productivity

• how to build positive relationshipswith your people in 7 ways and increase their performance

• how to help your people develop andgrow

• how to involve people in creatingstrategy

• how to support team cooperation.

Each chapter includes examples andstories from real experience. But more important, you get veryclear instructions and steps for managing a great team.

Build a fantastic team right now. Makeit loyal, motivated, and successful, and enjoy the new resultsyoure making.

A lot of things areimportant for the success of a company. What I consider crucial forcompany success? People. Or to put it another way: the right peoplein the right positions. And even more managing and leading thesepeople the way they are highly motivated to achieve goals. Theyhave a strong inner desire to be successful. They are the peopleyou can rely on, who are very productive, who bring new ideas andare proactive. They achieve set goals or they even exceed them.

Sounds obvious, hm? You would besurprised how many people work as salesmen, but who dont likedoing business. Or they do like it, but they like only the partwhen they talk to a customer, when he already is our customer. Theyare responsible for acquisition of new clients, and they dont likemaking active acquisitions, but only wait for passiveinquiries.

Ive been working as a manager of aneducation company for the last six years. Im responsible for thecompanys Czech branch. At the beginning, when my branch was small,only one person was in a sales position, and he alone wasresponsible for both acquiring new clients and taking care ofexisting clients at the same time. This guy was already in theposition when I came to the company. The former manager told meabout him: He is a smart guy, and good at his job. He just needsto be pushed and pulled to bring the results. (Pushed and pulledmeans: give him tasks and control him every day) It doesnt evensound good, hm?

I very quickly found out that the guywas really good at taking care of customers. He was caring,empathic, understandable, and communicative. But he was definitelynot good at acquisition. No push and pull technique in the wholeworld would make him a good salesman. His profile was perfectlysuited to him being an Account Manager, where he would only focuson taking care of existing clients. It would be an absolute wasteof time to make him a good salesman. He would never gain theresults I needed and wanted him to achieve.

He realized this himself and decided toquit the job. Then, I hired a girl who was fantastic at acquisitionand another girl to take care of existing clients, part time.Dividing the single job into two separate jobs held by people whoexcelled in their respective areas was key in making an end-of-yearturnover three times what the company was making at the beginningof the year.