The 7 characteristics of highly effective managers

Yesterday we had our first semi-annual branch command conference. Our company holds two annual meetings in order that we might get in touch with our branch managers. The purpose of this month’s conference was to set goals and to layout plans for the year.

At the beginning of the meeting, I gave a talk on the 7 Characteristics of highly effective managers. Here are the points I gave:

1.) – They are good leaders

Effective managers are good leaders. Leadership in one word is INFLUENCE. Good leadership is influencing others to achieve our mission and vision. Systems and structures are managed but people are led. Managers wield authority while leaders apply influence. Managers administer programs, leaders develop people. Managers formulate policy, leaders set example. Managers control, leaders empower. Highly effective managers are good leaders.

2.) They continuously maintain the balance in the organization

I have always maintained that there are three basic divisions in an organization. Marketing, Operations, Accounting. Highly effective mangers always maintain a good balance between the three. If you are good in marketing but weak in operations, you will have lots of customers but eventually your customers will go away because of the bad service or product that you offer. If you are good in operations, but weak in marketing, you will end up with little or no customers. If you are good in both marketing and operations but you are weak in Collection and accounting, you are like building your company on sand since you will not be informed whether you are really profiting or not.

3.) They have integrity

Integrity is being more than just honest. It is the “State of being complete, unified.” It means practicing what you preach. Integrity means “living it myself before leading others. “Integrity is important because it builds trust. Integrity is so important and vital in an organization or a group of people. Even thieves require integrity among themselves.

Consider the words of Stephen Covey:

“If I try to use human influence and strategies and tactics of how to get other people to do what I want to work better, to be more motivated to like me and each other – while my character is fundamentally flawed, marked by duplicity or insincerity-then in the long run, I cannot be successful. My duplicity will breed distrust and everything I do even using so-called good human relations techniques will be perceived as manipulative.

It simply makes no difference how good the rhetoric is or even how good the intentions are: if there is little or no trust there is no foundation for permanent success. ONLY BASIC GOODNESS GIVES LIFE TO TECHNIQUE”

4.) They have purpose and direction

Mission equals purpose, while vision equals direction.

Highly effective managers have the company’s mission statement in the hearts. Their plans are guided by the company’s vision statement.

5.) They are a people person

Business is all about establishing relationships, good relationships. In order to do this, managers must take time to meet with their people. They must take time to develop people since people are the organization’s most important assets

6.) They are disciplined

After World ward 2, the Japanese succeeded in getting their economy back at its feet because of discipline. – Being discipline means doing things right (Efficiency) and doing the right things. (Effectiveness) Being disciplined means being organized.

7.) They constantly seek to develop themselves and others

Highly effective managers always seek ways to develop themselves because you cannot give what you do not have. However managers must also develop others because the best way to learn it is to teach it.

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2 Responses to The 7 characteristics of highly effective managers

  1. Pingback: A Higher Calling | Everything Web Related

  2. Iris says:

    I find that a lot of upper management lacked the people skill as you’ve indicated in #5. Fortunately, my supervisor is a nice guy, but I’ve heard horror stories of managers belittling their employees – abusement with words. Sadly, there are many supervisors deficient of the necessary skills / abilities needed to be successful leaders. Yet, they keep on climbing up the ladder (receiving additional promotions) partly because they know how to “play the game” by associating with the important / right people, which make them part of the U.S. popular term, “good ol’ boys”.

    Anyway, my statements describes a large organization based upon my experiences. However, there are true leaders out there with all the 7 characteristics you’ve described above, but a rarity in my opinion.

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