Good management

This text is the outcome of experiences on several projects. It aims to persuade someone you are working with to work in a more effective way, without injuring or disappointing or humiliating others: because we want/need to carry on working with together. It is an ongoing draft, growing out of the need for cooperation. Please contribute by sending any comments or suggestions.

A good manager is uses resources effectively: money is the most visible and easily followed. Human resources are the most sensitive: using people’s energy well and developing expectations that can be fulfilled are ideals to be aimed for.A good manager is seen to be achieving planned targets, is responsible and includes all stakeholders. Good management is about how aims are achieved though Understanding – Vision of the project, understanding of available resources and people’s abilities and interests; Skills and strategies – communication, managing people, finances, time scales, priorities and ability to take decisions and follow them with action; and Attitudes – responsibilities to the project, to all participants, and to fund providers.  A good manager …

  • Has vision, understanding of the project proposal so that all targets are aimed for, without constand reminding of points from outside. A manager has a broad picture in their mind, and sees potential and understands processes. S/he understands the connections between the parts of the project, the implications of decisions, the priorities and requirements , etc.
  • Is motivated: a good manager is able to initiate and lead. S/he is reliable (and predictable) and clearly expresses aims/ methods…
  • Uses resources effectively, including human resources, energy and patience. A good manager seeks/ is open to better procedures/processes. S/he delegates, and use human resources effectively. Volunteers are valued and encouraged. S/he operates according to agreed standards, and maintains these common standards (acceptable to all)
  • Follows systematic procedures, that others know, and expect to work. A good manager finds out about processes before they are needed, knows how long in advance things should be organised.
  • Knows what processes can happen in parallel (at the same time, independently), and what steps are sequential, and what must happen first before others can follow.
  • Is aware of developments, can respond to unexpected developments and make appropriate changes as required.
  • Meets deadlines according to agreed time lines: work is speedy and not constantly delayed. Team members are aware of time line and deadlines. Manager reminds people of approaching deadlines and gives notice of changes in advance.
  • Works transparenly and is accountable, giving feedback with actions explained to all members of the project: this reflects awareness of the interdependence of all involved. This interconnection depends on effective communication. All should know the state of the activities, without having to ask constant questions.
  • Prepares draft plans with team: the manager prepares the draft and gets feedback from team members before sending out the text
  • Consults all relevant people about initial plans. Where possible people are consulted before changes are made; where urgent decisions are made, people are informed as soon as possible.
  • Gives information (eg. about systems and responsibilities). All emails sent by the manager should be sent ‘cc’ to other management team members: this way everyone knows what others in the team are doing.
  • Knows what they don’t know well and asks for information/procedures/ confirmation of what they think might be correct.
  • Understanding of ability and needs of project team, without assuming things are understood, or that people are able to do jobs that are given out.

A good manager

  • is aware of different ways that people work and agrees with team members/ project members on achievable targets. S/he values abilities and is aware of limitations of individuals. Roles, responsibilities and duties are clear, and given according to the load people can take. They recognise achievement.
  • is accessible, providing different channels for people to reach him/her. S/he listens and hears what others are trying to say.
  • invites feedback, to be able to understand what others have noticed, need to know, need to have to be able to continue and maintain their motivation.
  • empowers people with infomation and tools/ equipment
  • reports to all members (partners and associates) and includes them in relevant decisions.
  • communicates clearly.  Necessary information is given on time; people know what information others need and give it without having to be asked.Information is clear, explicit, giving enough details for others to know what is wanted.
  • manages finance on time – according to promised dates – with transparency, and expaining to relevant people:  How much money there is, in what bank; what payments have been paid, when and to whom; if payments are delayed, why they are delayed (eg. Missing document) and when they will.

Situations to be avoided:

  • Last minute panics, working through the night
  • Responses like “Olacak!(It will happen)”, “Bir şey olmaz”, “Nothing will happen” – both meaning “Everything will be fine!”
  • Blaming others,
  • Waiting for others to remind or ask.
  • Giving hope and making promises that are not are fulfilled,
  • People who dont’ trust, stay distant
  • Wasted energy, especially volunteers’ energy.

Things that are unclear, unpredictable, unsure all create stress: avoid them if you want your colleagues to work effectively.