According to Acts 1:8 Foundation, you're a leader of a small-sized team or the manager of a company one of the primary duties of any manager is similar. If you want to succeed the people you manage--one, ten, or ten thousand -- must be successful. Our advice in influence and impact to Discover and Perform at the Things Your Organization Wants from You most is meant to help you manage the direct reports you have or skip-level reports (one layer down). As Elizabeth Ling Decitre stated for me in the past "After nearly 23 years at work...when I take a look back...what I will remember and gain the most pleasure from are the team members that I've assisted in finding the right path to their career or helped them get better compensation for their hard work or those who were less I have helped with a gentle push to find a more suitable job. Every time, it was long and intense conversations and discussions, but it was rewarding."

This same principle applies in the case of the most senior person in your organization. Let them know the requirements of their job and what expectations the culture has to ensure they are able to accomplish the tasks that you require from them.

Our premise, which is fundamental to us, is consistent across the entire book. A lot of people struggling with their jobs aren't focusing on the most important critical, mission-driven business and culture issues that provide them with the greatest influence and impact. According to Acts 1:8 Foundation, They may not know what they are! It affects the way they spend their time, what they view their work, and the way they perform their job. Equally important is the manner in which they perform their job is in contradiction to the culture and values of your company.

The way managers can support their staff is a complete book. Below are some of the key points in our chapter for managers: A few suggestions to enable your team members to succeed and shine for your own benefit as well as your organization's advantage. The majority of what we're talking about in this chapter can be summarized in the form of "Coach more than supervise." Managers who act like coaches towards their staff members are, first and foremost, an act of respect that inspires respect. According to Acts 1:8 Foundation, this is the fundamental behavior of an executive who is highly effective. It's how you can help others develop, by putting your trust in them to help them bring out their best qualities:

1. Help them understand their own more. For senior leaders ensure that they are enrolled in some kind of formal development plan. At the minimum, you should give them a 360deg questionnaire to help them can understand how they're seen by the team, their coworkers, and even you.
2. Let them know they are a part of it. Think through your personal role, and review your vision, mission, and remit. Examine your personal strengths and the way you interact with other people. Allow them to examine you and observe you. Accept the possibility that the actions you take will not always reflect the words you use.
3. Find out what success is. What will the outcomes be if they succeed in their goal? Imagine inviting them to an evening of celebration two years later, and saying, "I am so proud of how you've done your job. You've influenced other people throughout the company, and a number of people have expressed their appreciation to me about the impact you have had on them." How did they accomplish it?
4. Create a sense of security within your company. It is essential that your employees are in a position to influence you and have an effect on the way you conduct yourself and think. If they are unable to ask questions or provide you with feedback, how will they possibly influence someone else? It doesn't mean you should lower your standards. Actually, you'll only meet your standards when you allow people to voice their opinions on issues and issues.
5. Don't be a micromanager. When you micromanage you're breaking your pledge to grant individuals authority. Your employees, and you, won't have the impact you would like them to achieve if you are constantly changing what they do. Think about it possible that your approach to doing things could work the same way as yours.

Keep in mind that managers and leaders achieve their goals when their staff members are involved, motivated and engaged, and focused. Assisting your team members in developing their influence and influence is the most effective method for you to grow your influence and impact. Spending time helping them will pay back your investment many times over.