Page 262 - An Indispensible Resource for Being a Credible Activist

Gradually, as time goes on, we’ll probably do this less and less. However, everyone should
feel safe to ask any questions they have if they are unsure of how to proceed with com-
munications or responsibilities.
If we need to revisit and revamp them, we will do so as needed.

Feedback regarding how these procedures serve the three goals is always welcome and
should be directed to HR.

The three goals:
All (Company) staff are empowered to succeed and excel at their jobs.
Support the profitable GROWTH of (Company).
All employees support safety, EEO, and total policy compliance with all behavior
at all times to ensure a positive working environment for everyone.

CHECKLIST OF CHARACTERISTICS OF
GREAT MANAGERS
MSA = Managerial Self-Awareness (Allan H. Church, Ph.D., and Janine Waclowski, Ph.D.,
lecture, Teachers College, Columbia University, April 2001). MSA-Managers WANT to
know how their staff experiences them
Great Managers WANT to develop as much MSA as possible.
Developing MSA means being able to consider that you can manage differently
and better!
Developing MSA means wanting to know how to adjust your management style
so it’s more effective!
Great Managers contribute to a culture of Constructive Feedback Delivery,
where it’s safe and not threatening to get constructive feedback about how
you’re doing.
Great Managers give feedback constructively!
Great Managers are a pleasure to work for and with, most of the time!
Great Managers motivate staff to do their best work!
Great Managers model the behavior they want from their staff!
Great Managers develop effective ways of handling conflict!
Great Managers communicate without confusion.
Great Managers make sure their staff have all the tools, time, and training they
need to succeed.
Great Managers are mentors, coaches, cheerleaders, and clear communicators.

CHAPTER 15 • F ostering F eedback, Training, and Improved P er formance 245