Being a "good manager" demands that one possess an array of skills, from the intangible ability to lead others to follow one's vision, to the more mundane but nevertheless important skill sets of proficiency at organization and time management. We polled the MIWs and asked them to imagine that they are giving advice to a young woman who wants to become a better manager. They could select any area in which to coach her. Here's what our MIWs had to say:

To become a better manager never ask someone to do something that you wouldn't do; and don't forget to put yourself in the other person's shoes before you take action. Sometimes the perspective can be the most telling part of the situation. Mary Quass
President/CEO
NewRadio Group,LLC

If I was trying to help someone become a better manager I would encourage her to listen, non stop. In other words, listen to what's being said to you, around you and behind you. Sometimes it's what's not said directly to you that requires your immediate attention. Pay attention and listen; listen carefully and identify what's important to the big picture…and what's not!
Cindy Schloss
VP/Market Manager
Entercom Kansas City

Never settle for mediocrity in your people. The key to better time management is to hire the best people you can. Next, delegate to these people; work gets done through these people, but more important, these people "are done" through work. Kim Guthrie
Regional VP
Cox Radio

I would tell her to:

When you're a manager, there's always someone who doesn't like a decision you make. Therefore, be sure to give your immediate reports the opportunity to share their thoughts and opinions with you. Hear them out, but remind them that the decision and the responsibility for that decision still rests with you. It's one small part of being a manager, but it goes a long way toward making people feel respected and as integral parts of your team.
Corinne Baldassano
Translucent Media
Los Angeles

The person who says it cannot be done should not interrupt the person who is doing it. --Chinese Proverb
Lisa Decker
Regional VP - Western Mid-Size Markets
Infinity Broadcasting Inc.

Practice precise and crystal clear communication. If you're giving directives to the team, or writing a disciplinary memo to an individual, or drafting a letter to a client, take a step back and divorce yourself from the situation. Imagine that the person reading the memo or hearing the message is NOT on your team or in your business. Would an objective pair of eyeballs or ears grasp the full intent of what you're trying to convey? Be your own devil's advocate and challenge yourself to deliver crystalline communication that leaves no room for misinterpretation.
Amy Rosenthal
President/GM
ABC Radio Minneapolis

Establish clearly defined and quantifiable expectations within a timeline. Build the strategic plan around the aligned model and hold the team accountable.
Kathy Stinehour
Market Manager
Cumulus Broadcasting/Toledo

When in the role of manager of any team, you must be sure that you have clearly explained what you expect from the team and what the individual as well as the group goals are. It's critical to provide a system of ongoing input and feedback to the team so that they are always clear where they stand in your mind, as well as against their goals. When providing feedback, always listen very carefully to what your team members are saying to you and try to do so by putting your own ego aside as much as possible. Show the team that you are willing to take input and to follow their suggestions from time to time. It's surprising how well people respond to input from you when they believe that YOU will listen to input too. Listening carefully to employees or team members can provide many crucial clues as to how to improve your ability to lead and what is important to the team. By learning what is important to the team, you can incentivize people to perform in amazing ways! Michele Grosenick
Clear Channel Radio Seattle
VP/Market Manager

I coach new managers to go deeper into concepts and ideas, and to manage the behavior that delivers on the concepts. Some examples:

We want our teams to be "collaborative"; that's a great idea, now tell me the specific behavior you'd like to see. Tell me five things you want people to DO that would cause them to be described as a collaborative team.

Maybe an employee has been described as having a "bad attitude"; tell me five things that the employee needs to stop doing'; and then tell me five alternate behaviors that the employee can start doing in order to be described as having a good attitude.

We want Account Execs to focus more. Suggest five action steps that would clearly demonstrate improved focus.

When new managers coach their team based on behavior, you can see the results. We can see behavior more clearly than we see concepts.
Ms. Jake Karger
Regional Vice President
Clear Channel Radio

Let's say our gal is moving up through the ranks, from SM to GM. My first advice to her would be to understand that her primary responsibility, beyond any other, is to protect the investment of the stockholders. The other "management stuff" is immaterial unless it has a direct and positive affect on the bottom line.
Carol Logan
President
Forever Broadcasting

It's vital to know the difference between leadership and management - and when to use each skill. Sometimes the task at hand requires "managing" - the details, the deadlines, the administrative functions; including the ability to be diplomatic and autocratic. Other times, we must lead by teaching, coaching and encouraging others to follow with suggestions and questions so that they are able to discover answers independently. There are times when I think knowing the difference between these two distinctly different skills and applying them appropriately is the most important part of my job.
Laura Morris
Senior VP/Market Manager
Infinity Radio Houston

From a sales management perspective it is quite powerful to encourage staff to think about their work from an entrepreneurial view. That forces employees to treat their work like a business. An internal dialogue can include questions such as: Is this activity a good use of my time? Does this appointment help me get to where I need to be with sales? What will the long-term implications be of this decision I am making?
Debbie Durben
President
Interep Marketing Group

To become a better leader, reinforce your ability to hold onto your vision while still taking in observations and information from skilled people around you who are committed to accomplishing the same goals. Don't lose sight of the fact that you alone must make the final decisions. To become a better manager, develop your ability to hold your team accountable for their actions. It reinforces their commitment and makes them measure their ability and their efforts. If you let one team member go without accountability, the rest of the team will know and your ability to manage will be severely compromised. Be fair, but be firm.
Mary Beth Garber
President
Southern California Broadcasters Assn

The first thing I would tell her is to remember all of the bad things her own managers did to her in the past that she didn't like. And then work very hard at making sure she didn't repeat any of those actions. It is amazing how many issues can be covered by just reviewing your own history.
Erica Farber
Publisher/CEO
Radio & Records

Share the credit for success. When someone takes an idea that may have originated with you and does something far better than you ever expected with it, give full credit to that person. When your people learn that your primary interest is attaining "the goal," not taking credit for all the good ideas that come from your team, they'll feel empowered and you will be amazed at the level of creativity they'll be capable of.
Jaye Albright
Consulting Partner
Albright & O'Malley Country Consulting/RadioIQ

1. Develop a clear vision of where you would like to see yourself in one, three and/or five years. What steps can you take immediately to begin turning your future vision into your current reality?
2. Commit to becoming the best in the business. Build relationships with successful people. Strive to help others become successful. Whether it's developing relationships with other leaders, attending seminars, reading books or listening to leadership tapes, you must surround yourself with who and what you want to become.
3. Always think in terms of team, of how you would put together and lead a great team. What objectives would you set? How would you delegate responsibilities? How would you function as a great team player? The output of the team is far greater than the output of one individual.
4. Do not make hasty decisions. Evaluate challenges and situations carefully, weigh all options. Keep your cool, resolve not to become upset, angry or emotional.
5. Resolve not to ever give up your dream for yourself, no matter how many people or circumstances cause you to feel beat down and temporarily defeated. Never stop believing in yourself. Put some focused action behind that belief and you will win. Aleta Ware
Regional Director Marketing & New Business Development
American Urban Radio Networks

The best time management tip I ever heard (or at least ever listened to) was to write down the things I was working on at the end of one day as a list for the next day, making it much easier to hit the ground running each day. The best general advice I'd give an up-and-coming manager would be to take the problems seriously and to take herself less seriously.
Ruth Presslaff
President
Presslaff Interactive Revenue