Management Style

Discuss the original issues you had with your employee's behavior, describe the strategies you used to bring about change, and explain the overall effects you had on your employee's performance.

Talk about an aspect of your management style that you want to improve - if you can suggest that you aspire to become a better manager this will stand you in good stead. It will show that you aren't too set in your ways, are willing to learn new skills and techniques, and are more likely to adapt to a new working environment.

Are you open to new ideas from your team? A good manager won't feel threatened when staff make suggestions that will benefit the team. Think of examples where you've implemented new ideas that bring greater success to the business.

I work to inspire and motivate teamwork for achieving goals and influence valuable changes. I am always open to new ideas coming from team members. I consult with them frequently and encourage and support independent thinking. I believe in establishing an open discussion for decision-making. I recognize the skills of key team members and utilize their strengths to the benefit of the team.

If you see yourself as part of the team, make sure you describe how that works. Weak managers may find that their status is undermined if they try to be one of the team, so demonstrate your strength. It might be that you are always willing to roll up your sleeves and get involved when things get tough, but have the ability to also step away to examine why things might be going wrong for one particular team member.

Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.

Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage:

❁ Directive Democrat

❁ Directive Autocrat

❁ Permissive Democrat

❁ Permissive Autocrat

Makes decisions unilaterally; gives subordinates latitude in carrying out their work.

Makes decisions participatively; closely supervises subordinates.

Makes decisions unilaterally; closely supervises subordinates.

This area is often neglected but can't be overstated - it takes little effort to thank someone but it can make all the difference to how people feel on the job.

When it comes to rewards, It's important to provide rewards that people will actually find rewarding. For example, some people love to be taken out for lunch, while others might prefer time in lieu or more autonomy or responsibility. Many managers reward people in the way they themselves like to be rewarded, which is not always effective. Homer buying Marge a bowling ball for her birthday springs to mind.

Leader makes all decisions unilaterally.

Communication is the key to fostering empathy and building relationships of openness, trust and honesty with your team. The first step in effective communication, according to Crossing, is to create the time and space for people to talk, and to ask questions.

Providing timely and meaningful feedback to your staff is crucial, as is determining how best to give them this feedback. Crossing recommends tailoring your approach to each individual, with some people requiring regular assurance and support, and others preferring more autonomy. Lee adds that it's important to let your staff know what they're doing right as well as what areas they need to work on.

It's better to tell people what you want them to do rather than telling them what you don't want them to do, according to Crossing. If you have to comment on poor performance, use actual observations to demonstrate the issue and talk about behaviors (which people can change) rather than criticize personalities or make value judgments.

Empathy is the ability to listen to people, relate to their emotional experience and let them know that you are doing so. It is the most important core competency for managers and leaders.

Developing the ability to understand people and connect with them in a genuine, meaningful way is a key determining factor in how effective you can be at influencing them, setting them objectives that motivate them, and rewarding them in a way they each actually find rewarding,' says Crossing.

It's important for leaders to think outside the square and know when to take risks. As Wallace Lee advises, 'Take risks with your employees - often they bring pleasant surprises.

By giving people the latitude to work through problems and solutions themselves, you will encourage innovation, creativity and resourcefulness. Let your team think for themselves, don't strangle their creativity. Encourage innovation - Google allows one day a week for every employee for innovation.

Makes decisions participatively; gives subordinates latitude in carrying out their work.