About

We at Sustain Cape Cod offers management and supervision tips which varies from planning, task organization, employee leadership, results control. It can also be said that the objective of management is to mobilize human and material resources to optimize the achievement of results.

There are many business schools, we present the point of view of organizers like Fayol, humanists like Maslow, the situational leadership of Hersey Blanchard, and the latest trends in leadership thinking. It has no truth, but different approaches, it is up to you to make your own opinion and choose your management style according to the values of your organization and your personality. However, there are some mistakes to avoid.

The objectives of the manager and supervisor

The manager’s objectives in managing organizational performance can be grouped into four broad categories: performance, quality, team engagement and internal or external client satisfaction. Each of these objectives is evaluated by specific performance indicators called KPIs. In our training courses, we present you with a four-dimensional model that you can adapt to your organization.

Evaluation of managers

Each organization has its own evaluation system, the best organizations generally evaluate the achievement of objectives and behaviour.

Objectives are easy to evaluate if they have been well formulated in a quantitative manner. Behaviour is more difficult to measure than quantitative results and must be distinguished from attitude. The attitude that determines the behaviour that itself is observable. In our training courses, we provide a 9-box matrix that is considered one of the best practices in the field and is very practical during the year-end performance appraisal interview.

The manager’s skills

The manager’s competencies are divided between technical supervision and general management skills. It is felt that the skills of a supervisor should be primarily technical while those of a director or vice-president should be primarily focused on leadership, employee engagement, and alignment of resources to achieve results.

We give advice for the manager who has just been hired in a new company and who does not know the technique, make the field presence with your employees, you will learn quickly, it is the best method!

The qualities of the manager

The qualities of the manager most often identified by employees are their ability to listen, adapt to different situations and above all their ability to make decisions, the worst decision being indecision. At the highest levels of management, we must also add the ability to be visionary, but we don’t have a course for that!

Executive time management

It is estimated that first level supervisors should spend about 70% of their time with their employees on the floor. Executives at a higher management level should spend about 50% of their time in the field.

From experience, the lack of time spent in the field is the major gap for most managers, and in particular for executives, presidents and vice-presidents. The paradox is that they often do not have the time to follow a time management training!

It is quite remarkable to see how discussions at high-level meetings often do not represent the reality on the ground. It is always in the interest of the Vice-Presidents to present an improved reality in relation to what is actually happening.

In our training courses, we introduce you to observation tools and the key questions to ask your employees, depending on their sector of activity.

Micro-management

Macro-management is in vogue, and micro-management is currently in bad press. Macro management is the art of managing from above and micro management is the art of monitoring application details. A micro manager frustrates his employees and does not have the overall image, manager detached from the field gives guidance, but does not control the execution, yet we know that everything is in the execution. We offer you a mixed model based on macro management with micro control points through field observation and “elevator conversation”, which is what many of the greatest leaders do.

The manager’s paradox

A good manager develops his employees to become autonomous and to replace him, he goes on vacation and everything goes as well as when he is present, what is his role?

To achieve this, he must organize the coaching of his team and the mentoring of his best people.

The good manager is the one who makes his team no longer need him!

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