TLI 242 Delivering the Right Amount of...

Written by

Bill Osborne TLI Faculty

DeliveringtheRightAmountofManagement

“Inspiring Dreams, Realizing Potential”

Peopleleavebossesnotcompanies

Manage Yourself

WejoinCompaniesandquitbosses.

35%

33%

13%

13%

1%

5%UnhappywithManagementLimitedAdvancement

NoRecognition

InadequateSalary/BenefitsBoredom

NoSpecificReason


Bruce Tulgan


"Thisonewantsmoremoney.Thatonewantsadifferentschedule.Anotherpersonwantstotradeinherresponsibilitiesforawholenewset.Thisonewantstobeincludedinhigh-levelmeetings.Thatonewantstoattendaparticulartrainingprogram.Stillanotherwantstostarttelecommuting...fromathousandmilesaway."—BruceTulgan

h#ps://www.youtube.com/watch?v=nvAcQHhCunw

Better Work Between Boss and

Subordinate

Unfortunately,mostmanagershaveboughtthenumberonemythintheworkplace,whatIcallthe"MythofEmpowerment."‘Thewaytoempowerpeopleistoleavethemaloneandletthemmanagethemselves.’ButthekeyfactoraffecMngemployeeengagementistherelaMonshipemployeeshavewiththeirimmediatesupervisors.


Program Outline

Program Outline

P

DiscussionTopics

I.  Under-management

II.  Over-management

III.  ‘RightAmountofManagement’

IV.  CommentsandQuesMons

ProgramOutline

What are you thinking? Thinkabout…

Whatyouhopetogainfromthisdiscussion?

Whatyouwanttoavoidduringthisdiscussion?


Are we guilty of under-

management?

Assess Your Management Style

Select the answer that best describes you.

Be honest. This is for your eyes only.

Don’t ponder too long, go with your first impression.


Barriers to Work Between

Boss and Subordinate

I.Under-managementCrisis

Whatchallengesareleadersandmanagersfacingintherealworldtoday?

Howcanunder-managementimpactyour

publicaCon?

HowDidWeGetHere?

It seemed like a good idea at

the time.

Mostbossesaresohands-offtheymostlydon’tmanageunlesstheyabsolutelymust.

Poor managers typically don’t

emphasize big-picture context,

or help employees

understand the meaning of their work. They tend

not to offer positive feedback

when it’s deserved. And

they fail to provide

constructive criticism or

coaching to help employees

improve and develop

professionally.

CostofUnder-management

Cost and Impact

USexecuMveseachwastedanaverageofanhoureverydaycleaningupaUerpoorperformers.68%ofthemistakesthatemployeesmadewerenevernoMcedbytheirmanagers.ItwascosMngU.S.companies$105billioneverysingleyeartocorrectproblemsthatbadmanagementandhiringpracMcescreated.

2004FutureFoundaMon

Starts with You

ManagementChallenges

•  MeeMnggeneraMonaldemands•  ManagingorganisaMonalchanges•  Maximisingwellbeing•  ImprovecommunicaMonskills•  Leadingthroughacrisis

HandsOffManagers

Myth of Empowerment

“EmpoweringMangers”MayBe:•  under-informedaboutthedetailsoftheirdirect-

reports'work,

•  Unabletohelpdirect-reportsanCcipateandsolveproblemsbeforetheyoccur,

•  unabletohelpdirect-reportsidenCfyandmeetresourceneedsinadvance,

•  failingtocreateclearexpectaConsandstandards,

HandsOffManagers

Empowering

•  notinaposiMontosetambiMous,butachievable,goalsanddeadlines,

•  missingrouMneopportuniMestoprovideon-the-jobtraining,

•  notfairlyandaccuratelymonitorandmeasureperformance,

•  notinaposiMon(anddon'tkeepsufficientdocumentaMon)toMerewardsanddetrimentstomeasurableinstancesofemployeeperformance,

HandsOffManagers

Too Little Too Late

soU-pedalingauthorityunMltheyletloosewithoutburstsofanger,spendingmoreMmeonlowleveltasksbecausetheyfailtodelegatewell,a#racMngandhiringmoremediocreandlowperformers,andpushingawayhighperformers.

II.HandsonManagement

Heavy Hands- On

https://hbr.org/resources/

images/article_assets/

2016/09/sept16-05-hbr-juan-diaz-faes-

managing-people-850x478.j

pg More people are working in big, bureaucratic organizations.

Bureaucracy creates a significant drag on productivity and organizational resilience and innovation.

The cost of excess bureaucracy in the U.S. economy amounts to more than $3 trillion in lost economic output, or about 17% of GDP.

Gary Hamel and Michele Zanni

ExcessManagementIsCosCngtheU.S.$3TrillionPerYear

Harvard Business Review

Micromanagement is an example of poor management where the manager over-manages people unnecessarily. The micromanager monitors and assesses every step. The effect, however, may be to de-motivate employees and create resentment.

- en.wikipedia.org

OverManagement

Micromanagement

•  You’re never quite satisfied with deliverables.

•  You often feel frustrated because you would’ve gone about the task differently.

•  You laser in on the details and take great pride and /or pain in making corrections.

•  You constantly want to know where all your team members are and what they’re working on.

•  You ask for frequent updates on where things stand.

SignsofExcessManagement

Hands-on Results

III.‘RightAmountofManagement’

Moving Forward

Asyouknow,it’snotassimpleas;don’tover

orundermanageyourstaff.

It’scomplexandsituaMonal.

StartwithGeneraCons

4+ Generations MembersofeachgeneraMonsharespecialsignposts:

collecMveexperiencesthatinfluenceourexpectaMons,acMons,andmind-sets.Theyalsomoldourideasaboutcompanyloyalty,workethic,andthedefiniMonofajobwelldone.

GeneraMons,Inc.MeaganandLarryJohnson2010

ManagingGeneraCons

Focus on Behavior

MannyRodriguez2015

ManagingGeneraCons

Suggestions

1)  FocusongoalsandsetclearexpectaMons.

2)  MentoringandInclusion.

3)  BreakthebondsoftradiMon.

4)  Showemployeesthefuture.

5)  Encouragebalance.MannyRodriguez2015

Under-management-Millennials

Specific Recommendat

ions

Fairness:Youdon’tneedtotreateverybodythesame,justbefair.NiceGuy:Real"niceguy"managersdowhatittakestohelpemployeessucceedsothoseemployeescandelivergreatserviceforcustomersandearnmorerewardsforthemselves.DifficultConversaCon:BeingaweakmanagermakestheseconfrontaMonsinevitable,whereasbeingastrongmanagermeanstheseconfrontaMonsrarelyoccur,andwhentheydohappentheyarenotsopainfulaUerall.

Under-management-Millennials

Specific Recommendat

ions

RedTape:Focusingonthemanyfactorsthatarewithinyourcontrolisthewaytomakeyourselfstronger.Time:SinceyourMmeissolimited,youdefinitelydon'thaveMmetodealwithallthethingsthatgowrongwhenyoudonotspendenoughMmeup-frontmanagingpeople.

ImportantSkills–AllGeneraCons

Start with You

•  Effec>vedelega>on:bestpossibleresultsbyassigningtherighttaskstotherightpeopleintherightway.

•  Mentoringandbeingmentored:developyourskills;andcontributetodevelopingtheteam.

•  Authen>cleadership:–understandingthestrengthsandneedsoftheirteammembers;andhelpingthemtoactwithintegrity

Me#eJohansson2016

ImportantSkills-Feedback

Start with You

•  RadicalCandor:keepteammembersmoMvatedandengaged;andensuresanyperformancecorrecMonsaremade. GaryHamelandMicheleZanni

Ultimately, the under-management epidemic is costing organizations greatly in productivity and quality. Lots of money is being left on the table every day because too many managers are not marshalling the time, the guts, and the skill to take charge and provide the day to day leadership necessary to drive performance and meet employees' needs. So, what are you going to do about it?

IV.CommentsandQuesCons

What Are You Thinking?

Written by

Bill Osborne TLI Faculty


“Inspiring Dreams, Realizing Potential”

Peopleleavebossesnotcompanies

Start with You

ManagementChallenges•  MeeCnggeneraConaldemands•  Tailoringdifferentmanagementstylestoneedsof4disMnct

generaMons.•  ManagingorganisaConalchanges•  RestructuringandredundancyisadifficultandstressfulMmeforall

concernedwithemployeesoUenfacedwithnewandchallengingtasks.

•  Maximisingwellbeing•  Today’smanagersareexpectedtonurtureandtrainstaffandbring

outthebestinallemployeesandtheyoUenneedtoacquiretheseextraskillstobeabletodoso.

•  ImprovecommunicaConskills•  Intoday’scompeMMvelandscape,workplaceconflictis

unfortunatelyinevitableasthepressureofgeqngthejobdonecancreatetensionbetweenco-workersandmanagement.

•  Leadingthroughacrisis•  EffecMvecrisismanagementcanbevitalintoday’sbusiness

environment;acompany’sreputaMoncandependonit.• 

Over-management?


Subordinate

Commitment–theemployee’slevelofconfidenceintheirabilityandtheirmoMvaMon

II.HowDidWeGetHere?


Subordinate

‘RightAmountofManagement’


Subordinate

Encouragemanagersto:•  takestockoftheirteammembers,and

•  aligntheemployees’skillstotheneedsofthesituaMonandthelevelofcompetenceandcommitmentoftheemployee.

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