WEBVTT

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An ideal manager would be
one who shares information

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willingly and freely with his
associates, who motivates

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those around them to achieve
their potential, and who

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works toward the company's
goals at all times.

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Although I prefer working
with ideal managers, I

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realize that they do
not always exist.

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In this case, I can still
get the job done, and try

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to motivate my co-workers
to do the same.

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Yes, ever since I joined the
company, I have been

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accepting increasing levels
of responsibility.

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A good manager knows that
part of their job is to train

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the employees to fill
in for them.

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Because my manager has
shared knowledge with her

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direct reports, each one of
us can take up part of her

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responsibility when she is
away, and together we keep

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the company running.

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I would not presume to say
that I do any part of her job

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"better," but I am more
comfortable and

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knowledgeable about
computer software and

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hardware than anyone else
in the department.

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When there is a problem or
a question, everyone comes

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to me for advice.

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We have a very hands-on
management style, and my

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direct boss manages mostly
by walking around.

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He always gives immediate
feedback to his employees.

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He has also empowered us to
make decisions on the

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company's behalf in
his absence.

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I am a calm and
rational person.

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If I were to come to an
impasse with my supervisor,

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I would recommend that we
have a discussion in private

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about the situation.

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If no mutual agreement could
be reached, I would accept my

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supervisor's viewpoint,
unless I felt compelled to

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stand my ground on moral
or ethical grounds.

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Once I get to know the people
I am working with, I feel

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comfortable delegating my
authority, based on the

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capabilities and reliability
of the individuals involved.

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I like to start out with
small projects for my

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employees, until I get a
feel for the team.

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I've had the opportunity to
work with many excellent

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supervisors, but my favorite
would have to be the first

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one I had right
out of college.

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He knew that I was still
"green," but he allowed me

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to make my own decisions.

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I would frequently come to
him for advice.

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He would always ask me what
I thought I should do in

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the situation.

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He knew that I had a good
head on my shoulders, but

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most of all, he trusted me
and empowered me to make

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my own decisions.

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I work well on my own, and I
enjoy having a supervisor I

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can go to with questions
when I am unsure.

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Sometimes, a simple question
that is answered early in a

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project can help speed the
process immensely.

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It depends on the positions
I would be looking to fill.

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For example, if I were
hiring a computer programmer,

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I would want someone with
great technical expertise.

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If I were hiring a secretary,
I would want someone with

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superb office administration
skills, computer skills, and

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a pleasant personality.

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But in general, it's most
important to hire people who

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will both fit in with the
current corporate culture and

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add to the bottom line.

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Yes, I did have to fire a
subordinate in my

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last position.

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Our company had a very strict
policy about when and where

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breaks were to be held.

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This employee repeatedly
disregarded the regulations.

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I called him into my office
and tried to find out if

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there was any reason why he
could not follow the rules.

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He just shrugged and
looked away.

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One week and three warnings
later, I fired him.

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The key is right there in
the question you asked.

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I ASK people when I would
like them to do

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something - I do
not tell.

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Most people appreciate my
style of management, and when

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they appreciate it, they are
much more likely to do

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what I ask.

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I have worked for several
outstanding supervisors, so

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let me provide you with a
composite of their best

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characteristics.

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An ideal supervisor would get
to know each of his or her

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employees on an individual
and personal basis.

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It is only through getting
to know the employees that

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the supervisor can utilize
them to the best of

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their abilities.

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The ideal supervisor would
also empower the employees,

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allowing those who can be
trusted to make decisions

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on the company's behalf.

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And finally, an ideal
supervisor would use the team

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concept and stress working
together toward goals.

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I usually have a proactive
approach, though I am good at

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reacting when truly
unexpected situations arise.

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For example, two years ago I
worked for a local

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manufacturing company.

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Because of a bizarre series
of events, there was a fire

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near one of the machines.

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All of the employees in the
area knew what to do if a

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fire occurred because we held
biweekly safety meetings to

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help head off such a
contingency.

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We escaped with no injuries
and only minor damage.

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Yes, I feel very comfortable,
because I know that I do not

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make decisions on whims - I
take the time to analyze the

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situation and the possible
ramifications of any

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decision I make.

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Sometimes I am lucky enough
to have a great deal of time

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to make these decisions;
other times, I must make

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decisions on the spot.

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In either case, I feel
confident in my abilities

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in decision-making.

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When I was working at my
previous company, I noticed

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quite a bit of friction
between two of my co-workers.

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After listening to them bicker
for several days, I helped

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them figure out the cause of
their misunderstandings.

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The workplace became a much
more productive and friendly

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place without
their bickering.

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My reaction to the employee
would depend in part on

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company policy for such
a circumstance.

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But if I were the one to make
decisions concerning

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tardiness or absenteeism, I
would first and foremost call

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the employee into my office
BEFORE the problem

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became chronic.

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If the employee offered no
reasonable excuse for the

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problem, and did not correct
the situation after our

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discussion, I would
recommend terminating

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the person's employment.

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Companies must have
responsible, dependable

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employees to remain
functional and successful.