Growing Managers
CTO School, 4th September 2018
Craig Brown

Leadership vs Management
Leaders Managers

14 Principles of
Management
The 5 roles of management
1.Planning
2.Organizing
3.Staffing
4.Directing
5.Controlling
1.Division of work
Authority and
Responsibility
Discipline
Unity of command Unity of direction
Subordination to
the group
Fair Remuneration
Centralization and
decentralization of
decision making
Chain of command
Order for systems Equity & Fairness
Stability of tenure
of personnel
Reward Initiative Esprit de corps

A Brief
History of
Management
1909 The 14 Principles of
management, Henry Fayol
1919 Scientific Management,
Frederick Taylor
1922 Bureaucracy, Max Weber
1933 Human Relations, Elton Mayo
1948 Leadership structures and
behaviors, Ralph Stogdill
1948 Leadership orientation – tasks
or people, Lester Coch and John
French
1954 Hierarchy of needs, Abraham
Maslow
1957 Theory X and Y, Douglas
McGregor
1964 Maturity-immaturity, Chris
Agyris
1965 Achievement theory, Davis
McClelland
1966 Motivation Hygiene, Frederick
Herzberg
1977 Situational leadership, Paul
Hershey and Ken Blanchard
1982, 1993 The 14 Principles and
System of Profound Knowledge,
W Edwards Deming
1997 Scrum, Ken Schwaber and Jeff
Sutherland
2000 Leadership Styles, Daniel
Goleman
2003 Agile Management, Alistair
Cockburn
2009 Managing, Henry Mintzberg
2009 Mastery Autonomy, Purpose,
Dan Pink
2010 Marty the Monster, Jurgen
Appelo
2013 Project Oxygen, Google
2014 Reinventing Organizations,
Frederic Laloux

Henry Fayol, 14 Principles
of Management
Also, The role of management
1.Planning
2.Organizing
3.Staffing
4.Directing
5.Controlling
1.Division of work
Authority and
Responsibility
Discipline
Unity of command Unity of direction
Subordination to
the group
Fair Remuneration
Centralization and
decentralization of
decision making
Chain of command
Order for systems Equity & Fairness
Stability of tenure
of personnel
Reward Initiative Esprit de corps

Frederick Taylor,
Scientific Management
• Study the system
• Decompose the parts
• Identify optimal work practices
• Design step by step work instructions
• Experiment to improvement
• Analysts and workers
• Workers not literate in systems analysis
• Analysts only know what they can see

Max Weber, Bureacracy
Attributes and benefits;
• hierarchical organization
• formal lines of authority (chain of command)
• a fixed area of activity
• rigid division of labor
• regular and continuous execution of assigned tasks
• all decisions and powers specified and restricted by
regulations
• officials with expert training in their fields
• career advancement dependent on technical
qualifications
• qualifications evaluated by organizational rules, not
individuals

Elton Mayo and the
Hawthorn Effect
Mayo contended that the effect was due to the
workers reacting to the sympathy and interest of
the observers.

Stogdill
Origins of contingency
theory
• Beginning of a long thread of management theory
• People orientation vs transaction orientation
• Context based vs defaults
Leadership
style
Concern for
people
Concern for
production
Laissez faire Low Low
Country club High Low
Authority-
compliance
Low High
Team High High
Middle of the
road
Moderate Moderate

Self-
transcendence
Maslow
Hierarchy of Needs
Now with added Self-transcendence
In his later years, Abraham Maslow explored a further
dimension of needs, while criticizing his own vision on
self-actualization. By this later theory, the self only
finds its actualization in giving itself to some higher
outside goal, in altruism and spirituality. He equated
this with the desire to reach the infinite.
"Transcendence refers to the very highest and most
inclusive or holistic levels of human consciousness,
behaving and relating, as ends rather than means, to
oneself, to significant others, to human beings in
general, to other species, to nature, and to
the cosmos"

McGregor,
Theory X and Y
• Theory X Managers believe;
• Staff are motivated by self interests
• A “hands on” approach to management
• Extrinsic motivators – rewards and punishments
• Theory X Managers believe;
• Staff are motivated by the value they contribute
• Relationship based approach to management
• Intrinsic motivators
• Not a binary/linear scale
• Different strokes
• Feedback loops
Theory Z in 1981 – manage the team not the individual

Argyris
Maturity Model
• Focus on personal growth along seven
human attributes
• Modelled on growth from children to
adults
• No best, or end. Just continuous
growth
Agyris is more known for double loop
learning and systems thinking

McClelland, Achievement theory
• We want to achieve on three dimensions
• We each have different degrees to which we care about the
three dimensions
• Managers need to understand our motivations

Herzberg, Hygeine theory

1977 Situational leadership,
Hershey and Blanchard
• Orient your leadership style to the readiness of the
follower
• Updated by Appelo in 2010

Deming’s System of Profound
Knowledge & 14 Principles
1. Create constancy of purpose toward improvement of product and service
2. Adopt the new philosophy. Cease dependence on inspection to achieve quality.
3. Eliminate the need for massive inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move
towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership . The aim of supervision should be to help people and machines and gadgets do a
better job.
8. Drive out fear, so that everyone may work effectively for the company
9. Break down barriers between departments.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of
productivity.
• Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
• Eliminate management by objective. Eliminate management by numbers and numerical goals.
Instead substitute with leadership.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of
supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to pride of
workmanship. This means abolishment of the annual or merit rating and of management by objectives.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is
everybody's job.

Schwaber and
Sutherland, Scrum
• Manage the team
• Manage the system
• Clear impediments
• Don’t manage the individual
• No managers even!

Daniel Goleman, Leadership styles
Style Fit for Unfit for
Directive There is a crisis, When deviations are risky When you need to learn/are inexperienced
When your team are already experienced
Authoritative Clear directions and standards are needed,
and the leader is credible
When you need to learn/are inexperienced, as they
need guidance, and/or when the leader is not credible.
Affiliative Used with other styles.
The work is routine and not challenging.
Where there is unhealthy conflict in the
workplace.
Performance is inadequate – affiliation does not
emphasise performance
Crisis situations need strong direction
Participative People work in teams
Staff have experience and credibility
Steady working environment
People are not aligned, there is a crisis – no time for
consultation, or there is a lack of competency and
close supervision required
Pace setting People are highly motivated, competent
Little direction/coordination required
When managing experts
When workload requires assistance from others
When development, coaching & coordination required
Coaching Skill needs to be developed, Employees are
motivated and wanting development
The leader lacks expertise, When performance
discrepancy is too great – coaching managers may
persist rather than exit a poor performer, In a crisis

Alistair Cockburn
• Maintain sponsorship and
support
• Look ahead
• Manage for culture
• Manage at the boundaries
• Guest leadership (adding to
Goleman)

Simply Managing
Henry Mintzberg
Art, science and craft

Dan Pink’s Mastery, Autonomy, Purpose

Jurgen Appelo,
Management 3

Google’s Project Oxygen
(re:work)
• Be a good coach
• Empower your team and don't micromanage
• Express interest in employee's success and well-being
• Be productive and results-oriented
• Be a good communicator and listen to your team
• Help employees with career development
• Have a clear vision and strategy for the team
• Have key technical skills, so you can help advise the
team.
• Collaborating across the organization
• Good, on time, Decision making

Frederick Laloux
Reinventing Organizations
Teal Organizations are characterized by the
following;
• Self Managing
• Wholeness
• Evolutionary purpose
No judgement, of course.

In
summary…
Full of myths, old memes and ever-evolving
Human complexity and human adaptability
Good managers are adept at adapting
It is an art, science, craft, and nobody is
perfect
You may have also noticed the diversity
problem

A Brief
History of
Management
1909 The 14 Principles of
management, Henry Fayol
1919 Scientific Management,
Frederick Taylor
1922 Bureaucracy, Max Weber
1933 Human Relations, Elton Mayo
1948 Leadership structures and
behaviors, Ralph Stogdill
1948 Leadership orientation – tasks
or people, Lester Coch and John
French
1954 Hierarchy of needs, Abraham
Maslow
1957 Theory X and Y, Douglas
McGregor
1964 Maturity-immaturity, Chris
Agyris
1965 Achievement theory, Davis
McClelland
1966 Motivation Hygiene, Frederick
Herzberg
1977 Situational leadership, Paul
Hershey and Ken Blanchard
1982, 1993 The 14 Principles and
System of Profound Knowledge,
W Edwards Deming
1997 Scrum, Ken Schwaber and Jeff
Sutherland
2000 Leadership Styles, Daniel
Goleman
2003 Agile Management, Alistair
Cockburn
2009 Managing, Henry Mintzberg
2009 Mastery Autonomy, Purpose,
Dan Pink
2010 Marty the Monster, Jurgen
Appelo
2013 Project Oxygen, Google
2014 Reinventing Organizations,
Frederic Laloux

What I saw at Aconex

~35
Melbourne
~14
Bangalore

16
San Fran
120+
Melbourne
7
Sydney
60+
Bangalore
46
offices
8
Dev
centres
250+
R&D staff
18
Munich
9
Duisburg
9
Paris
12
Nottingham
900+
Total staff

What do managers and leaders do?
Share the
value story
Coaching and
supporting
Facilitate goal
setting
One on ones &
performance
feedback
Connect
people across
teams
Clear blockers

Criteria Best today Worst today Overall
Faster time to market Days 4 weeks •
Early ROI People buy on the promise 6-9 months ☹
Customer feedback Analytics, pilot groups etc. Interviews & help desk •
Build the right products Sales are strong NPS is down ☹
Early risk reduction Building on our core New products •
Better quality 3-4 production defects a year More teams = increased
impact
☺
Predictability Most deliver to expectations Some a few weeks late* •
Culture and morale Core is strong Acquisitions need support •
Efficiency/Learning Plateaued and needs a kick Easy wins on the table ☹
Customer satisfaction Mixed Trending down ☹ > ☺
Alignment Aggressively strong Some temporary challenges ☺
Emergent outcomes No room at the moment Very brittle ☹
Why Agile?
Then and now.

Criteria Best today Worst today Overall
Faster time to market Days 4 weeks •
Early ROI People buy on the promise 6-9 months ☹
Customer feedback Analytics, pilot groups etc. Interviews & help desk •
Build the right products Sales are strong NPS is down ☹
Early risk reduction Building on our core New products •
Better quality 3-4 production defects a year More teams = increased
impact
☺
Predictability Most deliver to expectations Some a few weeks late* •
Culture and morale Core is strong Acquisitions need support •
Efficiency/Learning Plateaued and needs a kick Easy wins on the table ☹
Customer satisfaction Mixed Trending down ☹ > ☺
Alignment Aggressively strong Some temporary challenges ☺
Emergent outcomes No room at the moment Very brittle ☹

Criteria Best today Worst today Overall
Faster time to market Days 4 weeks •
Early ROI People buy on the promise 6-9 months ☹
Customer feedback Analytics, pilot groups etc Interviews & help desk •
Build the right products Sales are strong NPS is down ☹
Early risk reduction Building on our core New products •
Better quality 3-4 production defects a year More teams = increased
impact
☺
Predictability Most deliver to expectations Some a few weeks late* •
Culture and morale Core is strong Acquisitions need support •
Efficiency/Learning Plateaued and needs a kick Easy wins on the table ☹
Customer satisfaction Mixed Trending down ☹ > ☺
Alignment Aggressively strong Some temporary challenges ☺
Emergent outcomes No room at the moment Very brittle ☹

Criteria Best today Worst today Overall
Faster time to market Hours to days 2-3 months •
Early ROI People buy on the promise 6-9 months. Some products. ☹
Customer feedback Analytics, pilot groups etc Interviews & help desk •
Build the right products Sales are strong NPS is down ☹
Early risk reduction Building on our core New products •
Better quality 3-4 production defects a year More teams = increased
impact
☺
Predictability Most deliver to expectations Some are weeks late •
Culture and morale Core is strong Acquisitions need support •
Efficiency/Learning Plateaued and needs a kick Easy wins on the table ☹
Customer satisfaction Mixed Trending down ☹
Alignment Aggressively strong Some temporary challenges ☺
Emergent outcomes No room at the moment Very brittle ☹

Laloux’s
culture
model

Click to edit Master title style
Power
Fear
Chaos
Command
authority
Division of
labour
Transactional
work
Red
Hierarchy
Stability
Long term
view
Controls
Process
Formal roles
Amber
Competition
Profits
Objectives
Innovation
Accountability
Meritocracy
Orange
Shared Values
Delight
customers
Engaged staff
Stakeholder
balance
Culture over
strategy
Empowerment
Green
Higher
purpose
Distributed
decision
making
Anti-fragile
Wholeness
Self
management
Evolutionary
purpose
Teal
Laloux’s model

Click to edit Master title style
Power
Fear
Chaos
Command
authority
Division of
labour
Transactional
work
Red
Hierarchy
Stability
Long term
view
Controls
Process
Formal roles
Amber
Competition
Profits
Objectives
Innovation
Accountability
Meritocracy
Orange
Shared Values
Delight
customers
Engaged staff
Stakeholder
Balance
Culture over
strategy
Empowerment
Green
Higher
purpose
Distributed
decision
making
Anti-fragile
Wholeness
Self
management
Evolutionary
purpose
Teal
General performance

Click to edit Master title style
Power
Fear
Chaos
Command
authority
Division of
labour
Transactional
work
Red
Hierarchy
Stability
Long term
view
Controls
Process
Formal roles
Amber
Competition
Profits
Objectives
Innovation
Accountability
Meritocracy
Orange
Shared Values
Delight
customers
Engaged staff
Stakeholder
balance
Culture over
strategy
Empowerment
Green
Higher
purpose
Distributed
decision
making
Anti-fragile
Wholeness
Self
management
Evolutionary
purpose
Teal
Aspirations

We make
plenty of
mistakes

Values bring it
together and
take us
forward
Purpose
Culture
Structure
Systems

I reckon you
should
consider this
• Know where you are, and know where you want to be as an
organization.
• Spend more time talking about the mission and the culture.
• Collaboration and connection across borders is critical.
• Engineering culture isn’t the end of the line in management
maturity.
• Manage managers as a team. Shared goals included.
• No manager is better than a bad manager.
• Radical Candor… probably should be in the management
memes, and part of induction.
• Peer coaching probably beats one on ones.
• What feedback systems do you have for managers’
performance and how transparent can it be?
• The performance review is what you make it.

Growing managers
Fin.