Be a Better Manager by Developing Your 6 Management Styles

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A manager needs to be able to use the right management style at any one time given the fact that people have different personalities, life contexts, and work contexts

A manager needs to be able to use the right management style at any one time given the fact that people have different personalities, life contexts, and work contexts

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  • 1. BE A BETTER MANAGER WITH 6 MANAGEMENT …because you get STYLES the best results when you manage the way your people need/want to be managed
  • 2. Every employee has a unique personality
  • 3. Which means that they are motivated by different things
  • 4. Some are introverts
  • 5. Others are extroverts
  • 6. Some people are born to think through problems
  • 7. Others use their feelings
  • 8. Whatever the case, as a manager, you cannot change who your employees are in their core
  • 9. Not only that….
  • 10. But those same people are also going through their own lifecycles
  • 11. What motivates them now may be different from what motivated them last year
  • 12. Whether the person is an introvert or an extravert, they need different things in life at ages 1, 6, 18, 24, 35, or 50
  • 13. Finally, the context of work keeps changing
  • 14. Sometimes the strategy is to slowly support the status quo
  • 15. Other times it is all about urgent and major change
  • 16. If you are a manager
  • 17. Your job is to motivate
  • 18. So if everyone is different
  • 19. And everyone is changing over time
  • 20. And the nature of work is changing too
  • 21. You cannot manage with one single style
  • 22. Hay / Ber propose that you should have at least 6 Management Styles in your toolkit.
  • 23. 1. Directive 2. Authoritative 3. Affiliative 4. Participative 5. Pace-Setting 6. Coaching
  • 24. Rosalind Cardinal summed them up nicely as follows….
  • 25. 1. DIRECTIVE GOAL OF MANAGER Compliance • The “do it the way I tell you” manager • Closely controls employees • Motivates by threats and discipline USE IT • When there is a crisis • When deviations are risky AVOID IT • Employees are underdeveloped – little learning happens with this style • Employees are highly skilled – they become frustrated and resentful at the micromanaging.
  • 26. 2. AUTHORITATIVE GOAL OF MANAGER Give long-term direction & vision • “Firm but fair” manager • Gives clear direction • Motivates by persuasion & feedback on task performance USE IT • Clear directions and standards needed • The leader is credible AVOID IT • Employees are underdeveloped – they need guidance on what to do • The leader is not credible – people won’t follow your vision if they don’t believe in it
  • 27. 3. AFFILIATIVE GOAL OF MANAGER Create harmony among employees and between manager and employees: • The “people first, task second” manager • Avoid conflict & emphasizes good relationships • Motivates by keeping people happy USE IT • Used with other styles • Tasks routine, performance adequate • Counseling, helping • Managing conflict AVOID IT • Performance is inadequate – affiliation does not emphasize performance • There are crisis situations needing direction
  • 28. 4. PARTICIPATIVE GOAL OF MANAGER Build commitment & consensus • The “everyone has input” manager • Encourages employee input in decisions • Motivates by rewarding team effort USE IT • Employees working together • Staff have experience and credibility • Steady working environment AVOID IT • Employees must be coordinated • There is a crisis – no time for meetings • There is a lack of competency - close supervision required
  • 29. 5. PACE-SETTING GOAL OF MANAGER Accomplish tasks to a high standard • The “do it myself” manager • Performs many tasks personally and expects employees to follow his/her example • Motivates by setting high standards and expects self-direction from employees USE IT • People are highly motivated, competent • Little direction/coordination required • When managing experts AVOID IT • When workload requires assistance from others • When development, coaching & coordination required
  • 30. 6. COACHING GOAL OF MANAGER Long-term professional development of employees: • The “developmental” manager • Helps and encourages employees to develop their strengths and improve their performance • Motivates by providing opportunities for professional development USE IT • Skill needs to be developed • Employees are motivated and wanting development AVOID IT • The leader lacks expertise • When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer • In a crisis
  • 31. DIRECTIVE GOAL OF MANAGER Compliance • The “do it the way I tell you” manager • Closely controls employees • Motivates by threats and discipline USE IT • When there is a crisis • When deviations are risky AVOID IT • Employees are underdeveloped – little learning happens with this style • Employees are highly skilled – they become frustrated and resentful at the micromanaging. AUTHORITATIVE GOAL OF MANAGER Give long-term direction & vision • “Firm but fair” manager • Gives clear direction • Motivates by persuasion & feedback on task performance USE IT • Clear directions and standards needed • The leader is credible AVOID IT • Employees are underdeveloped – they need guidance on what to do • The leader is not credible – people won’t follow your vision if they don’t believe in it AFFILIATIVE GOAL OF MANAGER Create harmony among employees and between manager and employees: • The “people first, task second” manager • Avoid conflict & emphasizes good relationships • Motivates by keeping people happy USE IT • Used with other styles • Tasks routine, performance adequate • Counseling, helping • Managing conflict AVOID IT • Performance is inadequate – affiliation does not emphasize performance • There are crisis situations needing direction PARTICIPATIVE GOAL OF MANAGER Build commitment & consensus • The “everyone has input” manager • Encourages employee input in decisions • Motivates by rewarding team effort USE IT • Employees working together • Staff have experience and credibility • Steady working environment AVOID IT • Employees must be coordinated • There is a crisis – no time for meetings • There is a lack of competency - close supervision required PACE-SETTING GOAL OF MANAGER Accomplish tasks to a high standard • The “do it myself” manager • Performs many tasks personally and expects employees to follow his/her example • Motivates by setting high standards and expects self-direction from employees USE IT • People are highly motivated, competent • Little direction/coordination required • When managing experts AVOID IT • When workload requires assistance from others • When development, coaching & coordination required COACHING GOAL OF MANAGER Long-term professional development of employees: • The “developmental” manager • Helps and encourages employees to develop their strengths and improve their performance • Motivates by providing opportunities for professional development USE IT • Skill needs to be developed • Employees are motivated and wanting development AVOID IT • The leader lacks expertise • When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer • In a crisis
  • 32. I think I would add a 7th Style: Welching (a la Jack)
  • 33. Sometimes an employee simply needs to be managed out
  • 34. Because, for whatever reason, they’re just not having fun and no amount of Jedi management is going to change that
  • 35. Whatever the case, your job as a maturing manager is to master all these styles
  • 36. Get good at identifying which style is needed for each of your employees based on their personality, their life context, and the work context
  • 37. And then get good at executing the right style at the right time for each employee at the same time
  • 38. Good luck
  • 39. 45 years later, I’m still working on it….
  • 40. SHARE THIS DECK & FOLLOW ME (please-oh-please-oh-please-oh-please) stay up to date with my future slideshare posts http://www.slideshare.net/selenasol/presentations https://twitter.com/eric_tachibana http://www.linkedin.com/pub/eric-tachibana/0/33/b53 Please note that all content & opinions expressed in this deck are my own and don’t necessarily represent the position of my current, or any previous, employers
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