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Becoming a better boss
This document outlines strategies for becoming a better boss based on a presentation by Julian Birkinshaw. It discusses research showing employees are happiest with friends and family over bosses. Good management involves giving meaningful work, autonomy, and support to employees. However, managers often provide unclear objectives, micromanage, and lack communication. Google research found the best managers coach, empower their team, express care for employees, drive results, communicate well, and help with career development. The document explores why managers struggle to apply what they know, and biases around overconfidence and need for control that prevent better management. It provides tips for gaining different perspectives on employees and an experimental approach to addressing weaknesses.
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Becoming a better boss
- 1. Becoming a BetterBoss Julian Birkinshaw London Business School December 4th 2013 Copyright Julian Birkinshaw 2013
- 2. Who are youhappiest with? Friends 3.3 Parents/relatives 3.0 Spouse 2.8 My children 2.7 Co-workers 2.6 Clients/customers 2.4 Alone 2.2 Boss 2.0 (Rating is on a 1-5 scale) Copyright Julian Birkinshaw 2013
- 3. Widespread cynicism aboutthe quality of management in large firms… Copyright Julian Birkinshaw 2013
- 4. So what isgood management anyway? Copyright Julian Birkinshaw 2013
- 5. A brief exercise Thinkback to the last piece of work you did where you were fully engaged and highly motivated: What were the key features of that project? Discuss in pairs, 60 seconds Copyright Julian Birkinshaw 2013
- 6. What your employeesneed What they often get • Give them worthwhile work to do • Confusing or unclear objectives • Provide them with space to find their own way • Micro-management and meddling • Provide support when it is needed • Lack of information, lack of concern • Given people recognition & praise • Limited feedback and little praise Copyright Julian Birkinshaw 2013
- 7. Google’s Project Oxygen 1.Be a good coach 2. Empower your team and don't micromanage 3. Express interest in team members' success and personal well-being 4. Don't be a sissy: Be productive and results-oriented 5. Be a good communicator and listen to your team 6. Help your employees with career development 7. Have a clear vision and strategy for the team 8. Have key technical skills so you can help advise the team. Adam Bryant, New York Times, March 12th 2011 Copyright Julian Birkinshaw 2013
- 8. Why don’t wedo what we know we should? Copyright Julian Birkinshaw 2013
- 9. Discussion If we knowwhat “good management” looks like, why do we struggle to do it consistently? And what techniques could we put in place to help us? Copyright Julian Birkinshaw 2013
- 10. Is being agood manager an “Unnatural Act”? Copyright Julian Birkinshaw 2013
- 11. The way ahead Becominga Better Boss Gain a fresh perspective Copyright Julian Birkinshaw 2013
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- 14. Learn how to seethe world through the eyes of your employees Copyright Julian Birkinshaw 2013
- 15. Some tips forgetting to know your employees properly • • • • • Skip-level meetings Web-enabled chat/discussion forums Front-line work “Smokers corner” Reverse mentoring Copyright Julian Birkinshaw 2013
- 16. The way ahead Becominga Better Boss Gain a fresh perspective Understand your own biases Copyright Julian Birkinshaw 2013
- 17. What is stoppingus from doing what we know we should? Copyright Julian Birkinshaw 2013
- 18. Executives need tobe in control Copyright Julian Birkinshaw 2013
- 19. Executives are overconfident Whatare the chances (out of 10) of your business succeeding? What are the chances (out of 10) of any business like yours succeeding? 10 8 6 4 2 0 0 10 20 30 0 10 20 30 40 10 8 6 4 2 0 40 Copyright Julian Birkinshaw 2013
- 20. A few tipsand tricks Seek advice from someone outside your organisation Develop compensating mechanisms to address your shortcomings Copyright Julian Birkinshaw 2013
- 21. A few tipsand tricks Learn to let go- its not all about you Copyright Julian Birkinshaw 2013
- 22. A few tipsand tricks Package work into projects “Gaudí gave artistic freedom to those working alongside him. Even when he was in charge, there were 40 different sculptors working for him. Gaudi inspired them, intervened and commented on their work — but it remained the work of several different sculptors.” Jordi Bonet Copyright Julian Birkinshaw 2013
- 23. The way ahead Becominga Better Boss Gain a fresh perspective Understand your own biases Take an experimental approach Copyright Julian Birkinshaw 2013