Management Skills: Skyrocket Your Management Confidence – Believe in Your Management Rights!

Often the business owners and managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role – managing their employee’s performance. They clearly know there are benefits to managing performance but they don’t feel they have somehow earned the right to manage. Here’s an example:  
“I don’t feel managing performance is appropriate for my employees, some of them are more experienced than I am – who am I to say what good performance in their job looks like?”
Of course employees’ rights at work are a well debated and largely well understood concept. Most managers have some understanding of their legal duties with regard to the care of employees. And rightly so. Many managers, however, spend little time thinking about their rights as managers of employee performance. Here are some of the rights I believe managers must have:
The manager’s rights
  • To explain and agree performance objectives for the job
  • To expect their employees to consistently meet the agreed performance objectives
  • To monitor performance against the objectives 
  • To give focused and specific feedback on performance – the positive and less positive aspects
  • To identify areas of underperformance and to address those areas of underperformance with their employee
  • To expect the employee to take agreed actions to improve areas of underperformance. 
I’m guessing you can think of more?
Now before we go any further, can I bring your attention to the word ‘agree’ in the above statements? I’m not suggesting here that managers have the right to coerce or bully good performance out of their employees. That wouldn’t be right and more often than not it wouldn’t work either. What I am suggesting that managers have the right to explain clearly and directly their expectations of their employees and to have positive assumptions about their employees willingness to meet those expectations 
How ‘management rights’ impact management confidence 
When I work with managers round this issue of management rights, they often say to me that just simply thinking this  through is hugely useful in terms of their confidence because, for many managers, they’ve never considered that they did have rights in relation to their management role  
And the practical application?
In terms of practical application, this is what I suggest business owners and managers who identify they have an issue about having the right to manage do;
  • The first step is to write down the rights you think you should, and do have as a manager. You can use the examples above to get started
  • Put this list somewhere you can easily find it and then, whenever you catch yourself saying to yourself something like, “Well I don’t know.  Who am I to set performance objectives?  Some of my staff are more experienced than I am.”  Or, “Who am I to give feedback to this person who is better qualified than I am?”  Take those management rights out, take a good look at them and then go for it
For many of the managers I have worked with on this issue of management rights, it’s simply about them being more aware of the beliefs they have that are not serving them well and then about them embracing some new, more useful, beliefs. In short; you have rights as a manager, you don’t have to apologize for managing employees and you don’t have to ask for anyone’s permission.
You simply have to embrace your rights.
Would you like to know more about how to build your management confidence? Then claim your free copy of my audio interview ‘Skyrocket your Management Confidence’ at

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