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Great Managers Teach (When They Should)

Great Managers Teach (When They Should)

Great Managers cultivate a work environment where lifelong learners thrive. Everyone simply learns for the sake of learning, thrilling to its personal reward. In these workplaces, curiosity is admired and all ideas are prized, and the Great Managers are those who facilitate the learning process in which those ideas incubate until innovation breaks through. People grow magnificently in the process.

Among studies of their own, managers will learn how to be a great teacher and coach, and with teaching in the workplace, their “how to be a great teacher” starts with knowing when to be one.

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All managers must be able to coach, however sometimes their best tactic in the beginning of the learning process is having someone else do the initial teaching. At the start of learning something, the student must be inspired to learn it, and the Great Manager honestly assesses if they are up to the teacher’s challenge to inspire or not. One of the worst things you can do to the adult learner at work is sit them in a class taught by an awful teacher.

Knowledge of a subject is just bare bones. It takes talent and skill to teach well. Savvy managers will choose what they should teach personally, and when they should enlist the help of another trainer to do it for them. At times you may need experts, but ‘enlist’ doesn’t necessarily mean ‘hire’ and the right teacher may even work somewhere else in your own organization. You can trade audiences with them, giving your staff fresh inspiration from the person best suited to give it, while you get more practice teaching in your own area of expertise.

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When you teach, you are presenting new knowledge you want people to be excited about learning. Most learning takes some time, and they’ve got to be willing to stay the course. You may have significant passion for it, yet at times, too much passion can be a liability too; skillful teachers can tone down their passion enough for the hesitant or intimidated learner to meet them at a more comfortable place. They’ll teach in smaller bites, teaching patiently and artfully until that student can answer their own “What’s in this for me” question, and then arrive at their passion for it.

Keep in mind that in-person and by a person teaching isn’t always required. Depending on the subject, books and training videos or online programs may be options, and individual, self-paced formats may actually work better. Customize teaching by taking advantage of the variety of options available.

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Don’t take it personally. Even the best teachers don’t teach everything well. They are perceived to be among the best because they’ve chosen their specialty, and matched it up with both their passion for teaching it, and their desire to have their students share in the experience of their subject’s learning. They understand that teaching is more about the way the student learns best, and much less about the teacher.

So learn a lesson from other Great Managers and don’t expect the unreasonable from your own ability to teach. Be selective and teach when you are the one most effective with the subject at hand; work dishes up a lot of possibilities! Give yourself a break, and enlist the right help for the other training your staff needs.

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Then, participate in learning it right alongside them. Take your lead thereafter in the follow-up so crucial with comprehension, adaptation, and retention — coach them in the execution of what has just been learned. Getting the new learning you’ve both experienced to stick so it was all worth the effort will be the best contribution you make.

Update: Related article written for www.managingwithaloha.com;
Great Managers Teach Well
Post Author:
Rosa Say is the author of Managing with Aloha, Bringing Hawaii’s Universal Values to the Art of Business. She fervently believes that work can inspire, and that great managers and leaders can change our lives for the better. She writes for Lifehack.org to freely offer her coaching to those of us who aspire to be greater than we are, for she also believes in us. Writing on What Great Managers Do is one of her favorite topics.

More by this author

Rosa Say

Rosa is an author and blogger who dedicates to helping people thrive in the work and live with purpose.

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Last Updated on October 15, 2019

Is Procrastination Bad? The Truth About Procrastination Revealed

Is Procrastination Bad? The Truth About Procrastination Revealed

Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

Why we procrastinate after all

We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

So, is procrastination bad?

Yes it is.

Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

How bad procrastination can be

Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

More consequences of procrastination can be found in this article:

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8 Dreadful Effects of Procrastination That Can Destroy Your Life

Procrastination, a technical failure

Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

Featured photo credit: chuttersnap via unsplash.com

Reference

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