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---------------------------- - 2249 - Everyone is a Manager
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- "Everyone is a manager". "Everyone reports to someone". Business is more competitive today. Either "get better" or risk going out of business. Businesses have responded with:
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------------------------ austerity programs, downsizing
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------------------------ new technologies (innovation)
------------------------- enhanced customer orientation, customer obsessed
------------------------ -"enlighten" management:
------------------------- worker involvement (participative management)
------------------------- quality improvement (TQC)
------------------------ -work harder, work smarter, work longer, continually question traditional approaches
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- As Peter Drucker says "the greatest challenge to U.S. business in this decade is the development of its management people. And, we are totally unprepared for it".
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- The survey likewise found, managers having a "lack of clarity concerning their responsibilities, a lack of input on ways to improve their performance, the absence of on-going performance feedback and systematic performance reviews".
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- Here were the 10 assumptions found:
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- Assumption: #1 "Managers are self-starting, self-directing and autonomous, or they would not be managers" (You can substitute "professionals" for "managers" throughout).
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- In part, to be truly effective managers needed more focus, guidance, and feedback than they were getting. Although managers wanted autonomy they wanted clear guidance and regular reassurance they were on track.
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-Assumption: #2 "Managers worth their salt know what their jobs really entail".
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- In fact, without leadership, the subordinate manager has less clarity of purpose and is less effective.
Formal job descriptions are not as important as clear-cut working agreements between you and your boss that accurately reflect your real job and priorities (what we call tactical plans). ( In fact, job descriptions are often a handicap to this process rather than an asset. It is the difference between project manage and process management. )
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- Assumption: #3 "Good managers know how well they are performing". Managers want and need regular feedback on their performance.
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- Assumption: #4 "Good managers seek out the information they need". They are pro-active information seekers, however it's unnecessary work if their superiors could eliminate it with better information flow.
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- Assumption: #5 " "Goals" are adequate guides for effective managerial action." Goals do provide a target, but goal setting is characterized by:
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--------------------------------- the inappropriate nature of the goals
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---------------------------------- the lack of input in setting the goals
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--------------------------------- -the ineffective discussion of process and means concerning goal achievement
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---------------------------------- too many goals "if everything is important, then nothing is really important"
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---------------------------------- in realistic or stretch goals "give it your best shot"
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---------------------------------- having incompatible goals
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- Goals must be carefully established, provide for mutual input, and include discussion of means and process.
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- Assumption: #6 "Competition among managers is good for the soul and for business.” The assumption that competition is preferable to cooperation. In fact, collaboration and cooperation within the organization are demonstrably better strategies for improving competitiveness in the business arena. Works on the Warrior’s basketball team as well.
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- Assumption: #7 "Meetings and documentation are a central part of a managers job". "Talk" is the work. In fact, the average meeting is two times longer than it should be and generates half the results that it could.
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- Meetings about projects, programs, procedures, and proposals tend to take precedence over people and productivity. In fact, meetings and paperwork should be designed to facilitate work and not to reduce time for performance-enhancing activities.
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- Assumption: #8 "Management style cannot be changed so there is no point in discussing it with managers". It is easy to be an "after-the-fact-analyst." It requires honesty, guts and energy to articulate an effective management style and then to "coach" the person.
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- Assumption: #9 "Formal training and development programs can best accomplish management development." After most training, they failed to discuss what was learned and how it can best be implemented. Managers need formal development, but it is the informal attention of their immediate superior that makes the real difference.
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- Assumption: #10 "Formal performance appraisals adequately monitor and guide managerial performance." The appraisal process must be on-going and must have structure and substance.
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- Recommendations:
1) To focus, a manager needs a clear understanding of goals, responsibilities, and priorities. Managers should write down their goals and priorities on a quarterly basis. Their superiors should do the same, then compare notes. A discussion better focuses the manager's efforts, keeps the superior informed, and provides a solid basis for evaluating performance.
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--------------------------------------------- Set S.M.A.R.T. goals together:
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-------------------------------------------- -Specific
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--------------------------------------------- -Measurable
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--------------------------------------------- -Attainable
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--------------------------------------------- -Results-oriented
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-------------------------------------------- --Timetable attached (6-month schedule)
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- Include a discussion of process and means. Goals should reflect both quantitative and qualitative aspects of the manager's job.
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-------------------------------------------- -Face-to-face dialogue is critical
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-------------------------------------------- -Schedule time for this
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-------------------------------------------- -One-to-one meetings
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-------------------------------------------- -Use a subordinate manager's time and energy judiciously
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-------------------------------------------- -Learn to run effective meetings
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-------------------------------------------- -Ask: "Is this paperwork worth the cost of a manager's time?"
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- We really do need to challenge our thinking on the way we treat our managers... It's a lot like a marriage; different times have different demands but you always need to keep talking, sharing values and goals, spending time together to meet each others' needs...or it's divorce...it all goes back to the day-to-day stuff that leads to a long-term survival and success.
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- January 28, 2019.
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--------------------- Monday, January 28, 2019 -------------------------
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