Behind the success of a manager
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Mindset - Skillset - Toolset In that order, you'll learn some ideas about the critical role of a leader, then recognize common leadership mistakes through case studies and some suggestions on "tools" that could help. Note: This presentation was presented in an internal event at KMS Technology Vietnam Ltd. company. The purpose of this document is to spread great ideas for supporting people to grow in their professional and personal life for FREE. Please be cautious if you're going to make money from the content directly as it may contain the copyrights of knowledge of so many others.
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Behind the success of a manager
- 1. BEHIND THE SUCCESS OF A MANAGER A LONG OBSERVATION FROM HR PERSPECTIVE HUNG QUOC NGUYEN - HR @MANAGER MEETUP 2016
- 4. Understand the critical role of a leader Recognize common leadership mistakes through case studies Get to know a practical method for leader: Situational leadership II – and know how to apply it in the workplace OBJECTIVES
- 5. At KMS, we want every manager is a leader! And as a leader, you need to lead people to the team/ organization’s success through influencing
- 7. • Manager view • In fact, from HR exit interview… A HIDDEN TRUTH OF ATTRITION
- 8. People don’t leave bad companies, they leave bad managers -Marcus Buckingham
- 9. 1 2 3 4 5 6 7 8 9 10 Interesting work Full appreciation of work done by leaders Feeling of being on things Job security Good wages Promotion and growth within organization Good working conditions Personal loyalty to employees Sympathetic help with personal problems Tactful disciplining 5 8 10 2 1 3 4 7 9 6 Employee Ranking Supervisor Ranking Your Ranking?What people want from their work HOW WELL DO YOU UNDERSTAND YOUR PEOPLE?
- 10. TOP COMMON LEADERS’ FAILURES
- 11. Failed to develop members for the next ladder FAILURE #1
- 12. FAILURE #2 Failed to clearly communicate goals/ expectations to your members
- 13. FAILURE #3 Failed to motivateand supportyour members
- 14. Do your people know why they do what they do?
- 15. Do you often look for the member’s success and strengths?
- 16. Are you always available and easy to reach when needed?
- 17. Failed to provide effective and timely feedback FAILURE #4
- 18. where they are how well they are doing Feeling motivated
- 19. Re-direct when something is getting in wrong way
- 20. Failed to listen to members – overwrite members’ ideas FAILURE #5
- 21. Lack of respect behaviors FAILURE #6
- 22. Rule 1: Be considerate Rule 2: Care about employees as individuals, appreciating their unique strengths Rule 3: Always be fair Rule 4: Trust your employees and be worthy of trust Rule 5: Involve employees
- 23. WORD OF WISDOM
- 24. 3 TYPICAL CASE STDUIES AT KMS
- 25. Manager A asked HR to provide him PIP form to apply to a SSE who has just moved from another project for about 2 months. When being asked why he needed a PIP, he shared that the members had continuously under-delivered the result. But it’s turned out that he has no clear evidences about what is exactly expected and how big is the gap but only the general feedback from her previous managers and some complaint of the current team lead in the current works. One more important thing is that the member has not been given any prior notice before. This (PIP) should probably be a big surprise to the member. #1 THE PIP
- 26. During the informal exit interview session with a resigned employee, the HR found out that his main reason for leaving is not about getting better offer outside as shared by the manager, but rooted by the feeling of unfairly judged his last PA. He strongly believed that the assessment mostly based on manager’s gut feeling and depended on the relationship with the manager. He didn’t want to ask to move to another project as he doubted that the current manager may bad- telling about him with the future manager as he could hear similar stories around. #2 THE PA
- 27. A group of employees from a sub-project group came to HR to complaint about their new team lead (a lady - SQA) who was recently a co-worker. They felt that the girl has changed too much since she didn’t hear members’ ideas. Even though she asked the members to input the ideas but then she always try to prove that her solution at first is the one valid and so she did apply it nearly 100% of time. They felt very upset and rather not to give any suggestions any more. #3 WHERE’S MY VOICE?
- 28. SOME SUGGESTIONS
- 29. Situational Leadership II (SLII) (FROM THE KEN BLANCHARD COMPANIES) THE TOOLS
- 30. A combination of the competence and the commitment
- 34. BOOKS
- 37. THANK YOU © 2016 KMS Technology
Editor's Notes
- At first, I intended to provide this presentation to FTL only. But then doing the rehearsal/ demo with the advisor board including Justin and Phong Bui, our dear Phong Bui VP said: Hey, I think you should change the title of the topic in order to attract the right audience as I could see what you’re mentioning is not just for FTM but all leaders including me, I still can learn something from those.
- As we all mostly learn from our mistakes rather than success, I would like to share my observation to all of us here today with the hope of giving you chance to learn from others’ mistake then.
- Not every leader is a manager but every manager has to show the leadership Good manager use the best team to achieve results – Great leader build a better team to create even greater success.
- Promotion! Was your member well prepared for the new role? Don’t think that’s it’s a must-do task of a leader but a task divider
- The manager used to assume that the employee has to know what they need to do and just provide a very general guidance or principle. It’s hard to say whether it’s right or wrong but so many time this type of assignment/ delegation just didn’t work
- Staffing in new project but first put a stress on “this project will require you to do OT a lot including weekends”. Communicate the value of the work itself, vision/ meaning of the products… - provide big picture Are you seeking for success/ strengths or failure/ weaknesses of the member? Disconnected with the team where needed.
- Communicate the value of the work itself, vision/ meaning of the products… - provide big picture
- Did you receive any recognition for your good work in the last seven days? Q.5 People tend to be more productive when feeling good/ positive than sad/ negative. Motivation Passion Engagement!
- Even though you don’t have to tell your people what you’re doing in details but it’s always better to maintain the transparency within the team. Especially in tough situation, usually your members may need you to be “present”/ available for their assistance/ encouragement.
- More at first and/or with new/ junior members and less when in routine/ more senior members
- Find success to recognize/ give compliments
- On-going coaching
- The leader could not be wrong. Manager knows best. The fear of “Losing face” or ego
- Also recognition. Rule 1: Be considerate If you break Rule 1, whether intentionally or not, be sure to apologize for your actions. Take time to say kind things to and about others. Never bad-mouth team members. Eliminate profanity. Don’t yell at people. Practice good manners (greeting, thank you…). Help employees feel included. Put yourself in others’ shoes often. Rule 2: Care about employees as individuals, appreciating their unique strengths It’s natural to value employees who are most like us, but the challenge is to respect all employees. Let start with YOU to avoid any biases and assumptions Appreciate employees’ community involvement and accomplishments. Help employees when they’re struggling personally or professionally, focusing on how the situation affects them, not you. Find a way to remember important dates and facts about employees. Let an employee’s family members know how much you appreciate his or her dedication and work. Recognize family members’ contributions, accomplishments, and important days, such as the birth of a child. Rule 3: Always be fair Obviously, you will tailor respect, recognition, and rewards to the individual in question, but be sure you’re not showing favoritism to those employees with whom you get along best or who are most like you. Meet People Where They Are. Monitor Your Moods. Try to Treat All Employees Justly (based on their contribution). Rule 4: Trust your employees The simple act of trusting people makes them perform better and with confidence and enthusiasm. Believe in them, and be sure you’re communicating this. Encourage people to ask questions, seek better ways to do things, and take risks. Stop solving people’s problems. See your role as supporting and enabling, rather than restricting and overseeing. Give people the freedom to choose how—and even when, if possible—they do the work. Tolerate failure. Be positive. Put your trust into action by delegating. Rule 5: Be worthy of trust If you change your story or forget what you committed to, your employees conclude that they don’t deserve to be treated with integrity. Underpromise, but overdeliver. Be clear—with yourself and others—as to what you are and are not committing to do. Walk the talk. Be a model of integrity. Rule 6: Involve employees Some managers want employees to focus on their jobs and not be “distracted” by high-level information. In fact, it is much easier to focus on your work when you know why you’re doing what you’re doing, why management makes the decisions it does, and where the company hopes to be in the future. Creating the Big Picture. Be sure your staff understands the following: What challenges and trends affect your industry and organization. What the organization’s goals are and how you will know when you reach them. How the department measures success, and how it is doing according to those criteria. What other departments are doing. How their jobs fit into the mission, goals, and accomplishments of the organization—and beyond it. Be fair in keeping employees in the loop. Getting Feedback. Rule 7: Make the workplace pleasant and safe The Physical Environment. The Human Side. Outside the Workplace.
- Q6 - Supervisor or someone at work seems to care about me as a person. Rule 1: Be considerate If you break Rule 1, whether intentionally or not, be sure to apologize for your actions. Take time to say kind things to and about others. Never bad-mouth team members. Eliminate profanity. Don’t yell at people. Practice good manners (greeting, thank you…). Help employees feel included. Put yourself in others’ shoes often. Rule 2: Care about employees as individuals, appreciating their unique strengths It’s natural to value employees who are most like us, but the challenge is to respect all employees. Let start with YOU to avoid any biases and assumptions Appreciate employees’ community involvement and accomplishments. Help employees when they’re struggling personally or professionally, focusing on how the situation affects them, not you. Find a way to remember important dates and facts about employees. Let an employee’s family members know how much you appreciate his or her dedication and work. Recognize family members’ contributions, accomplishments, and important days, such as the birth of a child. Rule 3: Always be fair Obviously, you will tailor respect, recognition, and rewards to the individual in question, but be sure you’re not showing favoritism to those employees with whom you get along best or who are most like you. Meet People Where They Are. Monitor Your Moods. Try to Treat All Employees Justly (based on their contribution). Rule 4: Trust your employees The simple act of trusting people makes them perform better and with confidence and enthusiasm. Believe in them, and be sure you’re communicating this. Encourage people to ask questions, seek better ways to do things, and take risks. Stop solving people’s problems. See your role as supporting and enabling, rather than restricting and overseeing. Give people the freedom to choose how—and even when, if possible—they do the work. Tolerate failure. Be positive. Put your trust into action by delegating. Rule 5: Be worthy of trust If you change your story or forget what you committed to, your employees conclude that they don’t deserve to be treated with integrity. Underpromise, but overdeliver. “My manager promised me with a promotion but it’s turned out with no change and no explanation.” Be clear—with yourself and others—as to what you are and are not committing to do. Walk the talk. Be a model of integrity. Rule 6: Involve employees Some managers want employees to focus on their jobs and not be “distracted” by high-level information. In fact, it is much easier to focus on your work when you know why you’re doing what you’re doing, why management makes the decisions it does, and where the company hopes to be in the future. Creating the Big Picture. Be sure your staff understands the following: What challenges and trends affect your industry and organization. What the organization’s goals are and how you will know when you reach them. How the department measures success, and how it is doing according to those criteria. What other departments are doing. How their jobs fit into the mission, goals, and accomplishments of the organization—and beyond it. Be fair in keeping employees in the loop. Getting Feedback. Rule 7: Make the workplace pleasant and safe The Physical Environment. The Human Side. Outside the Workplace.
- Also recognition. Rule 1: Be considerate If you break Rule 1, whether intentionally or not, be sure to apologize for your actions. Take time to say kind things to and about others. Never bad-mouth team members. Eliminate profanity. Don’t yell at people. Practice good manners (greeting, thank you…). Help employees feel included. Put yourself in others’ shoes often. Rule 2: Care about employees as individuals, appreciating their unique strengths It’s natural to value employees who are most like us, but the challenge is to respect all employees. Let start with YOU to avoid any biases and assumptions Appreciate employees’ community involvement and accomplishments. Help employees when they’re struggling personally or professionally, focusing on how the situation affects them, not you. Find a way to remember important dates and facts about employees. Let an employee’s family members know how much you appreciate his or her dedication and work. Recognize family members’ contributions, accomplishments, and important days, such as the birth of a child. Rule 3: Always be fair Obviously, you will tailor respect, recognition, and rewards to the individual in question, but be sure you’re not showing favoritism to those employees with whom you get along best or who are most like you. Meet People Where They Are. Monitor Your Moods. Try to Treat All Employees Justly (based on their contribution). Rule 4: Trust your employees The simple act of trusting people makes them perform better and with confidence and enthusiasm. Believe in them, and be sure you’re communicating this. Encourage people to ask questions, seek better ways to do things, and take risks. Stop solving people’s problems. See your role as supporting and enabling, rather than restricting and overseeing. Give people the freedom to choose how—and even when, if possible—they do the work. Tolerate failure. Be positive. Put your trust into action by delegating. Rule 5: Be worthy of trust If you change your story or forget what you committed to, your employees conclude that they don’t deserve to be treated with integrity. Underpromise, but overdeliver. “My manager promised me with a promotion but it’s turned out with no change and no explanation.” Be clear—with yourself and others—as to what you are and are not committing to do. Walk the talk. Be a model of integrity. Rule 6: Involve employees Some managers want employees to focus on their jobs and not be “distracted” by high-level information. In fact, it is much easier to focus on your work when you know why you’re doing what you’re doing, why management makes the decisions it does, and where the company hopes to be in the future. Creating the Big Picture. Be sure your staff understands the following: What challenges and trends affect your industry and organization. What the organization’s goals are and how you will know when you reach them. How the department measures success, and how it is doing according to those criteria. What other departments are doing. How their jobs fit into the mission, goals, and accomplishments of the organization—and beyond it. Be fair in keeping employees in the loop. Getting Feedback. Rule 7: Make the workplace pleasant and safe The Physical Environment. The Human Side. Outside the Workplace.
- Team-work makes dream-work. Group ideas should be encourage in so many circumstances Manager should not try to show her idea first but ask for members’ Try to ask questions for members and encourage them to clearly express their ideas Patiently explain why choosing this or that or sometime, a combination/ mixed solutions
- There’s no best leadership style. It depends on situation! SLII isn’t something you do TO people – it’s something you do WITH people, as both partner & supervisor
- Competence: Demonstrated goal or task specific transferrable knowledge and skills Commitment: Your motivation and confidence on a specific goal or task
- For each of the situations need a separated leadership style which will require less or more supportive or directive behaviors
- Clearly communicate the task/goal – set expectation – gain commitment – motivation/ recognition (good strengths) – reinforce the commitment – encourage (it’s not too hard you can do it) – beside members – re-focus (communicate with your body to find more strengths, it’s all heart!)
- A leader needs to deeply understand each and every member of his team, both professionally and personally, and to apply the appropriate leadership/ coaching style in order to drive bigger success and help members advance their career.