BE A BETTER MANAGER
BY DEVELOPING YOUR 6
MANAGEMENT STYLES
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin...
Every employee has a unique personality
Which means that they are motivated by
different things
Some are introverts
Others are extroverts
Some people are born to think through
problems
Others use their feelings
Whatever the case, as a manager, you
cannot change who your employees are
in their core
Not only that….
But those same people are also going
through their own lifecycles
What motivates them now may be
different from what motivated them last
year
Whether the person is an introvert or an
extravert, they need different things in
life at ages 1, 6, 18, 24, 35, or 50
Finally, the context of work keeps
changing
Sometimes the strategy is to slowly
support the status quo
Other times it is all about urgent and
major change
If you are a manager
Your job is to motivate
So if everyone is different
And everyone is changing over time
And the nature of work is changing too
You cannot manage with one single style
Hay / Ber propose that you should have
at least 6 Management Styles in your
toolkit.
1. Directive
2. Authoritative
3. Affiliative
4. Participative
5. Pace-Setting
6. Coaching
Rosalind Cardinal summed them up
nicely as follows….
1. DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates ...
2. AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Mot...
3. AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager and
employees:
• The “people first, task...
4. PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee inp...
5. PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• The “do it myself” manager
• Performs many tasks per...
6. COACHING
GOAL OF MANAGER
Long-term professional development of employees:
• The “developmental” manager
• Helps and enc...
DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by ...
I think I would add a 7th Style: Welching
(a la Jack)
Sometimes an employee simply needs
to be managed out
Because, for whatever reason, they’re
just not having fun and no amount of
Jedi management is going to change
that
Whatever the case, your job as a
maturing manager is to master all these
styles
Get good at identifying which style is
needed for each of your employees
based on their personality, their life
context, a...
And then get good at executing the right
style at the right time for each employee
at the same time
Good luck
45 years later, I’m still working on it….
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  1. 1. BE A BETTER MANAGER BY DEVELOPING YOUR 6 MANAGEMENT STYLES Selena Sol presents….. selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol/presentations because you get the best results when you manage the way your people need/want to be managed
  2. 2. Every employee has a unique personality
  3. 3. Which means that they are motivated by different things
  4. 4. Some are introverts
  5. 5. Others are extroverts
  6. 6. Some people are born to think through problems
  7. 7. Others use their feelings
  8. 8. Whatever the case, as a manager, you cannot change who your employees are in their core
  9. 9. Not only that….
  10. 10. But those same people are also going through their own lifecycles
  11. 11. What motivates them now may be different from what motivated them last year
  12. 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. 13. Finally, the context of work keeps changing
  14. 14. Sometimes the strategy is to slowly support the status quo
  15. 15. Other times it is all about urgent and major change
  16. 16. If you are a manager
  17. 17. Your job is to motivate
  18. 18. So if everyone is different
  19. 19. And everyone is changing over time
  20. 20. And the nature of work is changing too
  21. 21. You cannot manage with one single style
  22. 22. Hay / Ber propose that you should have at least 6 Management Styles in your toolkit.
  23. 23. 1. Directive 2. Authoritative 3. Affiliative 4. Participative 5. Pace-Setting 6. Coaching
  24. 24. Rosalind Cardinal summed them up nicely as follows….
  25. 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. 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. 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. 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. 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. 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. 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. 32. I think I would add a 7th Style: Welching (a la Jack)
  33. 33. Sometimes an employee simply needs to be managed out
  34. 34. Because, for whatever reason, they’re just not having fun and no amount of Jedi management is going to change that
  35. 35. Whatever the case, your job as a maturing manager is to master all these styles
  36. 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. 37. And then get good at executing the right style at the right time for each employee at the same time
  38. 38. Good luck
  39. 39. 45 years later, I’m still working on it….

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