Keeping Management Culture Dynamic

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Keeping Management Culture Dynamic

  1. 1. From S to M  (from Small to Medium ) Keeping your management culture intact as your business gets too big for owner manage ment ( based on 3 0 years of trials and errors ) Richard Lucas MA (Econ) Cantab 1985-1988 PA Cambridge Economic Consultants 1989-91 Based in Kraków since 1991 www.skk.com.pl www.isl.pl www.Unicard.pl www.argostranslations.com www.pmrcorporate.com November 2009
  2. 3. Workshop objectives/rules <ul><li>„ be useful” set an example </li></ul><ul><li>Audience participation, learn from each not just me   </li></ul><ul><li>No ‘ one right answer ’ What works for me may not work for you </li></ul>
  3. 4. Why the topic ? <ul><li>Paul Klipp suggested it </li></ul><ul><li>start ups (rightly) focus on survival &quot;getting things going&quot; in the right direction </li></ul><ul><li>Managing through other people is a very different challenge </li></ul><ul><li>Your management culture defines your busines s </li></ul><ul><li>Making sure it survives is vital </li></ul>
  4. 5. Leadership <ul><li>Is about getting your team to work willingly for a purpose </li></ul><ul><li>The purpose must be defined worthwhile and communicated </li></ul><ul><li>Leading people is a skill Skill equals aptitude x knowledge </li></ul><ul><li>Qualities - Courage w illpower Judgement Common sense flexibility Knowledge Concern for your staff Integrity Faith </li></ul>
  5. 6. Communicating your purpose <ul><li>Think B/S mission statements </li></ul><ul><li>Think „one sentence to define what your business is about” </li></ul><ul><li>If you cannot define your purpose you cannot be a leader </li></ul>
  6. 7. Communication <ul><li>How do you communicate with your team now </li></ul><ul><li>Weekly daily meetings, e-mail, SMS phone </li></ul><ul><li>Who what whens </li></ul>
  7. 8. Do you trust your team <ul><li>As if you were there. </li></ul><ul><li>Your role is to support but let them feel/be in charge </li></ul><ul><li>Do it in stages (think of the driving/flying instructor) </li></ul><ul><li>The goal is for them to do it better than you </li></ul>
  8. 9. New employee/manager induction <ul><li>Why </li></ul><ul><ul><li>All kinds of proceedures – </li></ul></ul><ul><ul><li>Legal stuff </li></ul></ul><ul><ul><li>Rules porn, racism, private phone calls </li></ul></ul><ul><ul><li>Important values </li></ul></ul><ul><ul><li>strategy </li></ul></ul><ul><li>How do you tell new staff about the ‘xxx’ way </li></ul><ul><li>Getting everyone </li></ul><ul><ul><li>‘ on the same page </li></ul></ul><ul><ul><li>‘ singing from the same song sheet’ </li></ul></ul>
  9. 10. What to do now ? <ul><li>Write your company values, key things for a new employee to know about the way you do things </li></ul><ul><li>Ask your existing management and staff to give you feedback </li></ul><ul><li>Resolve any conflicts </li></ul><ul><li>Review your management practices </li></ul>
  10. 11. Checklist <ul><li>do your managers know what you expect them to do </li></ul><ul><li>Do they know how to do it </li></ul><ul><li>Do you know if they know </li></ul><ul><li>How will you find out if they screw up </li></ul><ul><li>Appraisals and other feedback mechanisms </li></ul><ul><li>Direct lines of communciation </li></ul>
  11. 12. Good questions <ul><ul><li>What went well </li></ul></ul><ul><ul><li>What went badly (in order of importance) </li></ul></ul><ul><ul><li>What do you think </li></ul></ul><ul><ul><li>What is the problem </li></ul></ul><ul><ul><li>What are the causes of the problem(s) </li></ul></ul><ul><ul><li>What problems do you anticipate </li></ul></ul><ul><ul><li>What are the options </li></ul></ul><ul><ul><li>Which one is best </li></ul></ul><ul><ul><li>Give me a deadline/when can it be done by </li></ul></ul>
  12. 13. Supportive but demanding <ul><li>I’m very disappointed. </li></ul><ul><li>What can we do to fix this? </li></ul><ul><li>Do you want to lead this project? </li></ul><ul><li>If you are having any personal crisis etc we want to know about it </li></ul><ul><li>Don’t reward bad behaviour </li></ul>
  13. 14. Characteristics of a leader <ul><li>Good </li></ul><ul><li>Bad </li></ul>
  14. 15. From S to M  (from Small to Medium ) Keeping your management culture intact as your business gets too big for owner manage ment ( based on 3 0 years of trials and errors ) Richard Lucas MA (Econ) Cantab 1985-1988 PA Cambridge Economic Consultants 1989-91 Based in Kraków since 1991 www.skk.com.pl www.isl.pl www.Unicard.pl www.argostranslations.com www.pmrcorporate.com November 2009

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