Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..
The Managers Handbook Morey Stettner24 lessons for mastering the managers role…..
In the end all management can be reduced to 3 things – people products profits people come first – Lee Iacocca
Give Criticism1 Give Feedback• Don‟t dislike negative • Employee self evaluate feedback • Ask follow up questions• No delays – regular • Align Analysis with• 2 way conversation comments• All workers thirst for input Good managers don’t talk about their problems, but make their subordinates talk about theirs – Peter Drucker
Cover Up Bad News2 Make best of bad news• Seek bad news don‟t • Display “ego strength” escape • Set the context• Prepare to deliver bad – Prepare that failures happen – Tom peters … news – Prepare that improvement is key• Maintain perspective • Get to the point• Body language counts• End positive [B +ve] Communicate everything possible to your partners, The more they understand the more they will care. Once they care, there no stopping them – sam walton
Do it all yourself3 Delegate.• Delegate when possible • Step Back – Helps focus on the 80/20 – No micro manage | chose the right person• Delegation is not dumping • Clarify the assignment – Purpose | outcome | performance – Active | relevant | controls – Manager is accountable finally • Run an “im not here test”• Be careful in assigning – MBA! [By Absence] back – Beware of “let me show you” The secret of success is not doing your own work, but identifying the right man to do the job – Dale Carnegie Strange as it sounds great managers gain authority by giving it away – James B Stockdale
Departee has nothing to say4 Pick brains of departees• Schedule exit interviews • Lay the ground work• Assure confidentiality • Separate tangibles from• Keep the purpose intangibles positive • Request Names – Not politics – Respected ones – Networks – hires, vendors• Employees can come back • Proper hand over procedure The most successful people I have known are the ones who do more listening than talking – Bernard Baruch
Review Performance once a year5 Do it regularly• Don‟t dread appraisals • Stick to schedule – Employees want them ! – Once said is done• Informal regular • DISC Formula appraisals – Describe Impact Specify Consequences – Balanced | helps formal appraisal• Strive for accuracy • Suggest – don‟t threaten – From negatives to possibilities – Based on facts / information – Direct / Agreed upon deliverables• Keep a folder - remember Its only as we develop others do we permanently succeed – Harvey Firestone
Make Snap Decisions6 Decide and Deliver• Decision is the managers • No ambivalence Job • Create contingency plan• Collect Facts – Risk – FMEA AFD PPA – MBWA | MBE | Feedback – Richard Branson• Derive Alternatives • Use scenarios – Open Mind | TRIZ? – Best case worst case• Make a Choice – It‟s the context not an individual – Set a deadline | get accountable The fact is you will never have all the information to make a decision. If you did it’s a foregone conclusion not a decision – David Mahoney
Don’t worry about Praise7 Exert “Praise Motivation”• Sincere Admiration • Timing – Specific Measurable Actions – Catch employees at their best Relevant Timely [SMART] • Acknowledge effort• Can take many forms – Not only results – Non verbal | written | verbal – Be positive & aggressive! – Giving the limelight • Say it with feeling• No rationing – Atleast once [in a while] There is no verbal vitamin more potent than praise – Frederick B Harris
Off the Cuff Meetings8 Plan Meetings• Who & Scope • Meet and greet at the – Objective | relevant people door• Timely • Open with an overview – 6 hats | specific – 1 min agenda / highlight• Organize • Note it down – Material | Orientation of people – Write down actions | expectations• Orate actively – Look at everyone as you speak
Talk More9 Listen More• Listen is 60% of senses • Think “Teach Me” as manager • Listen for understanding• Be sensitive and care – Not agreement – Set the time and your priority up • Distinguish seriousness front – If you cant listen set a time don‟t • Act and provide just nod ! resolution• Clarify understanding – Also step in to progress further Often you hear “ he talk too much” have you ever heard “he listens too much?” – norman augustine
React to events10 Think Strategically• Ask pertinent questions • Dig down layers – don‟t take for granted – Atleast 3 | 5 whys• Run SWOT engine • Perform Triage – Sieve irrelevant | relevant• Involve team – 80 / 20 – Input | Brainstorm • Weigh all sides – consequences – FMEA | AFD | PPA To think strategically is to think with discipline and make informed decisions on the direction you want to go – John Woods
Go it Alone11 Build Alliances• Share Common interests • Converse, don‟t compete – Business | social | personal • Whats in it for them?• Help when needed • Recognize the rights• Socialize informally – And say so – Talk intently | praise on success | empathize problems – There is no hierarchy here Going along with others is the essence of getting ahead, success being linked to cooperation – william feather
Ignore what others think12 Get feedback• 360 feedback • De personalize – Bosses | team | clients | others • Indirect queries• Coping with feedback – Whats their general thoughts – Recognizing | acting | not reacting • Establish baseline• Don‟t run from appraisals• Ensure work is recognizedSuccess is all about feedback, feedback, feedback – neither mechanical systems or organizations can run without them – barbara reinhold.
Let them figure it out along13 Give instructions• Explain what is required • Rehearse – Req Mapping | Funky Matrix | – Organize thoughts | practice on Vision | 7 C‟s or communication somebody• Focus on action • Start Simply – Basic to complex | high to low• Help when required – Not stand off-ish • Ask for a demo – Employees to demonstrate The 5 steps in teaching an employee new skills are >> preparation, explanation, show, observation, supervision [pesos] – harold hook
Speak like a bureaucrat14 Speak with power• Body language • Action Words – Energy, straight, – Pause around it | stress – No mumble, wishy washy • Voice dynamism• Focus on main point – Volume stress time – Analogies | instances | facts • Paint word pictures• Persuasion – sell it – Precise colorful language – No unnecessary information – Tell visual stories The finest eloquence is what gets things done – david lloyd george
Ignore cynics15 Win over cynics• Identify cynics • Demand Evidence – If proven incorporate as allies• Don‟t fall for cynism – Make them the agents of their – Nodding | smile instead suggestions – Ask for elaboration – Nip it in the bud • Provide Evidence /• Avoid labels remove obstacles • Let critics stage experiments When it comes to people and their quirks, their idio- syncracies, personality flaws, the variety seems limitless, the managers job is to keep these human beings from clogging up the workings of their group – Andy Grove
React to Change16 Prepare for change• Be the change you want • Dangle rewards to happen – What are the +ves – No slogans / clichés • Anticipate multi-outcomes• Focus on people during – Scenarios / personal / FMEA change • With-hold negatives – Informal meetings, direct, – B +ve or neutral feedback – Inform and prepare for consequences of change [layoffs, routines, locations] Employees don’t resist change, they resist being changed – Peter Scholtes
Always speak your mind17 Muzzle your mouth• Don‟t say much • 80 / 20 rule – Speak when needed | speak when – 80 listen – 20 speak something is there | speak softly – 100 observe! [bruce willis] – Don‟t bore • Stop | pause | time – After questions• Silence speaks – Pauses to intervene to talk – Silence enhances power – Nod, timing, expression • Let people vent – Don‟t react | listen | empathy• Urge to speak ? – Don‟t Voice generic empathies – Deep Breath | pause | think • Make them write Listen long enough and the person will generally come up with an adequate solution – mary kay ash.
Ask Few Questions18 Pose questions• Ask necessary questions • KISS – Keep it simple and stupid• Show interest in answers – Repeat | clarify • Launch one extra probe – Body language – still attentive eye – Confirming understanding contact | no shifty jittery – Asking definitions details• Nod / yeahs • Dig below the surface• Don‟t feign knowledge – 5 whys | triage My greatest strength as a consultant is be ignorant and ask a few questions – peter drucker
Hit out at poor performers19 Lift poor performers• Set the bar high • Help poor poerformers – Champion strengths• Don‟t let losers float – Challenge with targets / incentives – Confront their problems / issues – Enlist peers as mentors – They cam become entrenched moles• Help professionally WE found most exciting environments, that treated people well and aretough as a nail. Providing 2 thigns simultaneously : tough and supportive environments – Tom peters
Presentation skills not important20 Regale your audience• Be a discussion leader • Customize remarks – Don‟t shirk from public speaking – General outline / as you go analogies examples remarks• First minute counts – Captivating observation/ • Engage whole group anecdote/ statistic – Eye contact with all quarters / – Talk to the farthest person equal attention to foes and friends – Body language > friendly B +ve • Use Add-on visuals• Eye contact – Media / images / patterns – Don‟t let eyes dart around – Structures [images / thoughts]
Look for wrongs & tell21 Criticize w/o criticism• Test of communication • Be direct – Choose right words | avoid verbs – Factual | face to face [not email „is‟ „was‟ etc.. | don‟t be etc..] | state clearly – 7 C‟s judgmental – Jack is lazy • Check Assumptions• Don‟t make assumptions – Prepare with facts | involve – Check what you are about to say perpetrators | don‟t judge• Criticism in private • Preserve self esteem – B +ve | sincere | upbeat | but DO – Mc Gregor – Y | task and not the individual – person | make• Criticism not linked with employee commit emotions Never criticize until people are convinced of your unconditional confidence in their abilities – john Robinson
Procrastinate22 Beat the Clock• Habits die hard • Eliminate time wasters – Putting off | multi-tasks | – Aimless members• Confront problem / • Set realistic standards interaction without delay – Not perfection | question deliverables / expectations• Plan and organize – To dos or only that much • Stage 15-min bursts – Upper limits to tasks / helps make – 80/20 / intent from minute go headway and generate momentum If you ask people what percentage of time they are spending on urgent but not important tasks it would be around 50% - stephen covey
Fear your boss23 Impress your boss• Can do • Arm yourself with – Don‟t take problems / excuses answers• Be upright / honest • Under promise over – Taking others credits etc.. deliver• Be SMART • Challenge in private – Specific Measured Action Relevant Timely – Time it / never in public• Anticipate patterns of interaction Managing superiors is like managing clients, both situation simple involves human beings and relationships – Cynthia Loh Finally, as an employee you’re still an internal vendor – VR
Networking isn’t important24 Mix and Mingle• Art of small talk • Keep it positive – Build alliances / contacts / interests • Restate before response• Show interest energy • Know who is in – Flat tones / sighs / attendance – Set expectations don‟t get involved when no time – Never ignore• Praise Praise Praise Networking is a fancy way of saying “talk to people” – Peter Vogt
People are not mathematical equations,so managing them is a fuzzier andmore free form process than hard data
Just because you are the manager don‟t imagine you are in charge of every thing. As a boss you have the right to delegate and enable others to call shots on your behalf!
24 lessons for a Manager – Role MapParticipate Regale your Manage the Win Build Mix & audiences Boss Cynics Alliances MingleBe Do Deliver Ask Listen more Muzzle your Plan Plan for Beat the Questions Mouth Meetings Changes Clock Speak with Get Exert Praise Criticize Power Feedback Decide & Think Motivation Subtlety deliver StrategicallyManage Delegate Manage Bad Instruct Give Regular Lift poor Handle News With interest Feedback Reviews performers exits
Roles to play in employmentDELIVERIES / SKILLS PEOPLE / INTERACTIONS Be Up to date in skills Praise OthersDon‟t think indispensable Praise Self Learn to say NO You Communicate direct Know & network right Deliver Promises made people Timing to perfection B +ve