Here’s a thought on one way to describe what management is:
Managing is turning talent into performance in a way that develops the person in the process.
by Matt Perman
Here’s a thought on one way to describe what management is:
Managing is turning talent into performance in a way that develops the person in the process.
by Matt Perman
From The First-Time Manager:
It is difficult to believe that we still see the old-fashioned autocrat in management today. You have to wonder why this is so. Partly it has to do with the fact that so many managers are given no training. They are left to find their own way, so they begin acting as they think they should. They think in terms of being a “boss.”
Autocrats also believe that if they take the softer approach, employees will take advantage. It is as though the softer approach will be seen as a sign of weakness.
Another possibility is that it takes more time to be a diplomatic manager. These managers spend time with people explaining not only what is to be done but why it’s done. The boss type doesn’t want to be bothered. This person’s attitude is “Do it because I said so.” The diplomat realizes that the more people understand of what and why, the better they perform.
The autocrat wants to make every decision and views the staff as making robotic responses to his or her commands. The autocrat pushes the buttons, the staff snaps to, and it happens. The diplomat knows that the time spent up front, getting everybody involved, pays off with huge dividends down the road.
The autocrat engenders fear while the diplomat builds respect and even affection. The autocrat causes people to mutter under their breath, “Someday, I’ll get even with this SOB.” The diplomat causes people to say, “He respects us and cares for us. I’d walk the last mile for him. All he needs to do is ask.”
The autocrat believes the diplomat is a wimp. The diplomat believes the autocrat is a dictator. The difference is that the autocrat uses authority constantly, while the diplomat is judicious in its display.
People working for the autocrat believe they are working for someone. Those reporting to the diplomat believe they are working with someone.
by Matt Perman
Here.
by Matt Perman
That was Jack Welch’s aim when he was at GE, and he was right. Here’s how he put it (quoted in The Top Ten Mistakes Leaders Make):
“The old organization was built on control, but the world has changed. The world is moving at such a pace that control has become a limitation. It slows you down. You’ve got to balance freedom with some control, but you’ve got to have more freedom than you ever dreamed of.”
by Matt Perman
Justin Taylor hits some of the highlights from a recent NYT op-ed by a former Microsfoft VP who tries to answer that question.
One of the main reasons is: “the company routinely manages to frustrate the efforts of its visionary thinkers.”
by Matt Perman
Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty
Here’s the summary from Amazon:
Written in the same dynamic style as his previous bestsellers including The Five Dysfunctions of a Team, Lencioni illustrates the principles of inspiring client loyalty through a fascinating business fable. He explains the theory of vulnerability in depth and presents concrete steps for putting it to work in any organization. The story follows a small consulting firm, Lighthouse Partners, which often beats out big-name competitors for top clients. One such competitor buys out Lighthouse and learns important lessons about what it means to provide value to its clients.
I’ve Lencioni to be extremely helpful and have mentioned him a lot on this blog. His other books include The Three Signs of a Miserable Job: A Fable for Managers and Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors.
You can watch Lencioni talk about his new book. Also, here is a short Q&A with him from the Amazon page:
Q: Why do you use the term naked and where does it come from?
A: Naked consulting is a term that refers to the idea of being vulnerable with clients, being completely open and honest with no sense of pretense or cover. The concept comes from the approach that we adopted more than a decade ago to work with our clients at The Table Group. We help CEOs and their teams build healthy organizations, and we found that by being completely transparent and vulnerable with clients, we built levels of trust and loyalty that blew us away.Q: What makes naked service different from the way most people provide service?
A: So many service providers and consultants feel the need to demonstrate that they have the right answers and that they don’t make mistakes. Not only do clients see this as inauthentic, they often feel that they are being condescended to and manipulated. We’ve found that what clients really want is honesty and humility.Q: What are the three fears?
A: People spend most of their lives trying to avoid awkward and painful situations –which is why it is no surprise that we are all susceptible to the three fears that sabotage client loyalty. They include:1) Fear of Losing the Business – No service provider wants to lose clients or revenue. Interestingly, it is this very notion that prevents many service providers from having the difficult conversations that actually build greater loyalty and trust. Clients want to know that their service providers are more interested in helping succeed in business than protecting their revenue source.
2) Fear of Being Embarrassed – This fear is rooted in pride. No one likes to publicly make mistakes, endure scrutiny or be embarrassed. Naked service providers are willing to ask questions and make suggestions even if those questions and suggestions turn out to be laughably wrong. Clients trust naked service providers because they know that they will not hold back their ideas, hide their mistakes, or edit themselves to save face.
3) Fear of Being Inferior – Similar to the previous fear, this one is rooted in ego. Fear of being inferior is not about being intellectually wrong (as in Fear of being Embarrassed) it is about preserving social standing with the client. Naked service providers are able to overcome the need to feel important in the eyes of their client and basically do whatever a client needs to help the client improve – even if that calls for the service provider to be overlooked or temporarily looked down upon.
Q: What is the impact of naked service on a firm’s bottom line?
A: Consulting or service firms that practice the naked approach will find it easier to retain clients through greater trust and loyalty. That is the first and most obvious benefit. But they’ll also be able to attract clients better because naked service begins before a client actually becomes a client. It allows firms to be more open, more generous and less desperate in the sales process, and creates great differentiation from more traditional sales approaches. Finally, firms that practice the naked approach will attract and retain the right kind of consultants and professionals who yearn for an honest, natural way of working, both with clients and with one another.
by Matt Perman
This is the opposite of how managers should think of their employees. From Leadership Skills for Managers:
Students of American automotive history know that at one point in Ford’s history, Henry Ford appointed himself as the maker of all decisions — large and small. Believe it or not, he actually had corporate spies skulking around, trying to catch his managers in the act of making decisions by themselves. Needless to say, productivity declined, as did morale.
Profits plummeted as well. Not until 15 years later did the company make a profit and the managers make their own decisions.
by Matt Perman
From Strengths-Based Leadership, summarizing the findings of a Gallup study:
In the worklplace, when an organization’s leadership fails to focus on individuals’ strengths, the odds of an employee being engaged are a dismal 1 in 11 (9%). But when an organization’s leadership focuses on the strengths of its employees, the odds soar to almost 3 in 4 (73%).
So that means when leaders focus on and invest in their employees’ strengths, the odds of each person being engaged goes up eightfold.
…This increase in engagement translates into substantial gains for the organization’s bottom line and each employee’s well-being.
by Matt Perman
A good question posed by Cali and Jody at the ROWE blog.
by Matt Perman
From Jim Collins and Jerry Porras in Built to Last:
The proper first response to a changing world is not to ask, “How should we change?” but rather to ask, “What do we stand for and why do we exist?” This should never change. And then feel free to change everything else.