The Responsive Manager/Leader

The Responsiveness Paradigm outlined elsewhere in this newsletter is applicable at a number of levels. For example, it applies to organizations in general, and the ability of the organization to respond to the needs of customers, staff and other stakeholders (eg. politicians, etc). It applies to non-supervisory staff, and their ability to respond to the needs of their managers, customers and co-workers. This month we are going to look at responsiveness as it applied to managers, leaders and/or supervisors.
Influence Of The Responsive Manager

The responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviours that show concern, respect and trust.

Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed.

Contrast this with the limited influence of the UNresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.
How Do They Do It?

Responsive managers apply a number of specific skills and abilities to the task (as outlined generally in The Responsiveness Paradigm article). Above all, they appear to be "withit". Withitness

has a number of components. First withit managers are able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly.

However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfil the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

Here's an example:

I was responsible for automating an office system in a government department. As happens sometimes, the Management Information Systems people were not keen on our going our own way on the project, despite the fact that they had indicated they could not do it for us in the near future. As a result their cooperation (needed for the project) was patchy. As team leader, I faced a number of roadblocks, despite the fact that our Assistant Deputy Minister wanted to see this project come to fruition. I regularly reported back to our Director, outlining progress and roadblocks. Every time I communicated roadblocks to the Director, they were removed within a short time, despite the fact that I did not request direct action. In addition, the Director advised and counselled me on how to deal with the "systems people" so I could have maximum impact. Despite the roadblocks, the project was completed on time and was very successful, much to the chagrin of some of the systems people, who I think were hoping we would fail.

This is a simple story, but one full of meaning. In this situation the Director was able to identify the project leader's needs with respect to the project, listening carefully, and identifying actions she could take to "smooth the path". Not only was the Director able to remove obstacles and fulfil the need of the project leader, but the Director responded on a deeper level, helping to teach the Project Leader methods of becoming more effective, fulfilling yet another need. All of this was assumed to be the proper role of the Director, and was done without expressing all of the needs specifically or explicitly.

We can contrast this with the unresponsiveness of the MIS people. They lectured, they fussed, they predicted dire consequences, rather than offering consistent, responsive help. They focused not on responding to the needs of their clients, but on some other factors having to do with control, and their own needs. Eventually, their lack of responsiveness resulted in the very thing they did not want; loss of control of the project. As a result of this project their overall status in the organization suffered, simply because at both an organization and individual level they were seen as barriers, rather than useful.

Let's look at one more example.

An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn't looking at his best, and asked how he was feeling. The employee explained that he hadn't been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn't have a local family doctor, asked if he would like the supervisor to arrange an appointment, and proceeded to do so immediately. The problem turned out to be a minor one.

In this example we see again the ideas of "withitness" and responsiveness. The supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn't pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action.

Conclusion

These two examples are the stuff of loyalty and commitment. They are remembered years and years after the fact, and continue to extend the influence of managers. In this sense responsiveness is a critical component of management success, because it allows managers and supervisors to get things done, for the benefit of all players.

In the limited space we have, we have attempted to give you a feel of what responsiveness means. You might want to extend your own understanding by considering some of the following questions.

1. If you are a manager or supervisor, how can you modify your own behaviours so that you become and are perceived as more responsive by a) your staff, b) your boss and c) your customers?

2. Again, if you are a manager or supervisor what is your definition of the "responsive employee"? Can you identify your "favourite employees", and consider how they are responsive to you? Our bet is you will find that your most valued employees are responsive.

3. If you are non-management, what would you need to do to be perceived as more responsive by the people around you?

Money Management Principles

Trade With Sufficient Captial

One of the worst blunders that forex traders can make is attempting to trade without sufficient capital.

The trader with limited capital not only will be a worried trader, always looking to minimize losses beyond the point of realistic trading, but he will also frequently be taken out of the trading game before he can realize any sense of success trading the method(s) or patterns.

Exercise Discipline

Discipline is probably one of the most overused words in forex trading education. However, despite the clich¨Ś, discipline continues to be the most important behaviour one can master to become a profitable trader. Discipline is the ability to plan your work and work your plan.

ItĄŻs the ability to give your trade the time to develop without hastily taking yourself out of the market simply because you are uncomfortable with risk. Discipline is also the ability to continue to trade the methods and patterns even after youĄŻve suffered losses. Do your best to cultivate the degree of discipline required to be a world-class trader.

Employ Risk-to-Reward Ratios

The following shows you possible risk-to reward ratios, and the win ratios required to break even in a trading system.

Risk-to-Reward Ratio (in pips)and Win Ratio Required to Break Even(%)

40/20 (2 to 1) = 67%, 40/40 (1 to1) = 50%, 40/60 (1 to 1.5) = 40%,
40/80 (1 to 2) = 33.5%,
60/20 (3 to 1) = 75%,
60/60 (1 to 1) = 50%,
60 /90 (1 to 1.5) = 40%,
60/120 (1 to 2) = 33.5%

Important Note

Never risk more pips on a trade then you plan to make. It doesnĄŻt make sense to risk 100 pips in order to make only 10. Why? See below example.

Profit taking level (pips): 10
Stop used or pips at risk: 100

You win 10 times which makes 100 winning pips. You ONLY lose once and have to give back all profits!!!

This type of trading makes no sense and you will lose on the long term guaranteed!

Transferring Money Overseas Using Wire Transfers

Usually the way you will chose to transfer money overseas varies relative to the amount of money you wish to send and the way in which you need to send it ie its intended usage once its received.

Most commonly spoken of are methods of transfer like western union that involve a sum of money being sent by you, either your bank account or in cash for a recipient to pick up in cash with the help of identification, without the involvement of a bank account at the recipient institution.

The other option different to this is the option of a wire transfer. A wire transfer is the moving of money from one bank account to another directly and in a secure transfer.

The main advantages of a wire transfer are that firstly it is safer. No money is ever seen in cash (goes directly from the senders to the recipients bank) until withdrawn by the recipient from his own personal bank account and so there is less chance of an unforseen occurence spoiling the smoothness of the transfer. The level of security on international wire transfers is high. The money is sent with the requirement of only a routing number and bank account number and the details are sent over heavily encrypted banking networks to minimize the possiblity of theft or bank fraud. Wire transfers are insured and guaranteed.

The downside however to the western union transfer can be the turnaround time. Where with western union or moneygram transfers, money can be available for a recipient to pick up the same day, a wire transfer will usually take around 3-4 days.

Also the security and reliability of a wire transfer comes with the addition of a larger fee. Wire transfers usually set you back around $25 however depending on the amount of money being transferred can still prove to be more cost effective than a cash or money order transfer.

A wire transfer can be organised through your local bank at a branch or else over the internet for those banks that have it available. You will only need to look at whether or not the receiving institution has the facilities to accept wire transfers. Most major international banks do, but it always pays to check.

In summing up it is evident that under certain circumstances that vary based on the amount of money you are sending, for what purpose and the amount of time you require it to be received in, a wire transfer may be the way to go.

Wire transfers are the most reliable, most effective and convenient way to transfer your money to where you want it to go. If the circumstances fit and wire transfer is possible it is certainly recommended for avoiding hassles and cutting down on fees for large transfers.

7 Keys to Business Networking Growth

Referral networking in business is not going away. No matter how high-tech, plugged in, or globalized the world becomes, networking will be around forever. You need networking, and you need it to work for you. But as consumers, clients, customers, and executives all realize the power and usefulness of networking you are faced with the difficulty of discriminating how, when, why, and how much networking you should be doing. For example, if you joined every networking web site there was, you could make a full time job of just filling out web forms. Or, if you attended every networking function in your industry, you would do nothing but eat, drink, and mingle. So, what are you going to do. This article attempts to lay out seven keys to business networking growth.

1. Become the go-to guy for a networking question. As you begin to network, your circle of acquaintances grows. Your rolodex of numbers increases. And you start running out of room to put business cards. In time, you will build a reputation as a pretty good networker. Now and then someone may come up to you and say, "Hey, do you happen to know a good franchise consultant?" You dig in your drawer, whip out a business card and say, "Give him a call. I met him last March. Nice guy." Bingo. You've scored a point. You've made a connection. And you've won some trust. Eventually, a few more people will come up to you and say, "Hey, I heard that you may know a good marketing firm..." And so it has begun. By and by, you will receive a certain degree of recognition as someone who is very well connected, knows a lot of people, and can point people in the right direction. But networking is a snowballing adventure. The more people you know, the more people you can get to know. The more people that come to you with networking questions, the more people you can find out about and get to know. Make it your goal to become the networking guru in your space.

2. Seek opportunities to help others. Helping people is at the core of networking. A networking attempt is so much more than a handshake and an exchange of a name card. It is so much more than accepting a connection on LinkedIn. The value of your network is not measured by the amount of names that you know, but by the amount of help you can provide. As you survey the networking landscape, don't look at is as a host of names to know. Look at is as a host of people to help. After all, the only truly valuable networking will be from people whom you know personally and whom you have helped. Once you help people, especially in a sacrificial or altruistic way, you've won their trust. They have a degree of confidence in you. That confidence will translate into them recommending you. That is exactly what you want. That is the way to grow your network, and that is a crucial key to business networking growth.

3. Seek opportunities for others to help you. But it works both ways. Not only should you be helping others, but others can be helping you. If you need help, ask for it. Gaining help from others creates a human connection that can't be gained any other way. Besides, you get to see the skills of another from a unique angle. You get to see how the person works. You get to experience their product. And you get to establish a mutual relationship of trust. That goes miles in the networking world. People willl remember those whom they help, and it is the perfect way to build a strong, lasting network.

4. Be everywhere often. Though it sounds daunting, it is possible to carve out a significant presence for yourself. The key word here is "strategic." As I mentioned, it is an incredible waste of time to join every networking site out there. Though you will receive a plethora of invitations, be selective. Join only the ones that will best accomplish your purposes. It should be standard, however, to at least have a presence on LinkedIn, the current networking site leader. Other industry-specific websites should be consulted as well. In addition, attend several strategic functions as often as you can. Again, too much is too much, but make it your practice to be at the important ones as often as possible.

5. Know people well. When you meet people, remember their names and some specifics about them. Don't be ashamed to write names down. You need to remember them. Carry around a pen and pad of paper, and jot down notes. Not just for names, but facts, too. When you pick up the phone to call that potential customer, it will go a long way to say, "By the way, how's your mother-in-law? I remember you mentioned she had surgery last week."

6. Host something. Be a networking leader and go ahead and host something. It can be as simple as a backyard barbecue for all the CFOs in your town. Or it can be as big as a golf outing for all the engineering firms. Either way, you can quickly become a networking mogul, just by organizing events. After all, once the event is over, you have a list of everyone who signed up--complete with numbers and all.

7. Finally, make it fun. Networking can be a fulfilling hobby. After all, you're interacting with people. People can be a lot of fun. Face the challenge of being a networking guru, but make it an enjoyable and refreshing hobby.

About the Author:

Phil Evans is a master at the art of online networking and internet marketing in business. He challenges business owners to grow their offline business by harnessing the power of the internet. He's also the co-founder of SynergyBizNet, find out more at: http://www.SynergyBizNet.com