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Hacking Management - Best Practices and Tools
The document contains tweets from @danberger during a May 2014 presentation on best practices and tools for starting, scaling, and sustaining a business. Some of the tips discussed include crowdsourcing core values and mission from teammates early on; using Objectives and Key Results to set goals; conducting regular surveys and meetings to measure performance; focusing on leadership over management; and making meetings add value with objectives, agendas, minutes and next steps. The presentation also provides advice on effective communication, motivation, feedback, and eliminating weaknesses to become an extraordinary leader.
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Hacking Management - Best Practices and Tools
- 1. @danberger | #MESworksMay 2014 Hacking Management Best practices and tools to start, scale, and sustain your business
- 2. @danberger | #MESworksMay 2014 Audience-Presenter Agreement • Engage me (@danberger) and others via twitter #MESWorks. • Take as many notes/photos and share as you please.
- 3. @danberger | #MESworksMay 2014 Come up with 3 operating principles that will guide how your run your org. (e.g. “Become an employer of choice”)
- 4. @danberger | #MESworksMay 2014 Crowdsource your core values to your teammates from an early stage.
- 5. @danberger | #MESworksMay 2014 Source: McKinsey Core values are important because they align with everything else in the org
- 6. @danberger | #MESworksMay 2014 Crowdsource your mission by asking your teammates to vision your company out 5 years
- 7. @danberger | #MESworksMay 2014 Use Objectives and Key Results (OKRs) to drive goals quarter by quarter.
- 8. @danberger | #MESworksMay 2014 Weekly Surveys (Standardized) Regular Meetings Surveys (Not standardized) These are the tools we use to manage effectively and continulously measure performance.
- 9. @danberger | #MESworksMay 2014 Source: HBR IdeaCast As a manager, your #1 rule is to remove obstacles so you individual contributors are successful.
- 10. @danberger | #MESworksMay 2014 Source: The Charisma Myth Charisma can be hacked, mostly through body language. Focus on eye contact, smiling, mirroring the posture of those you talk to and staying still.
- 11. @danberger | #MESworksMay 2014 Leadership is scalable; Management is not.
- 12. @danberger | #MESworksMay 2014 The Qualities of a Great Manager They motivate They are assertive They are accountable They build relationships They make decisions Source: Gallup
- 13. @danberger | #MESworksMay 2014 Delegating is a test of your will. Start empowering others now and place a $$ value on your time to justify it. Exercise: Separate your tasks b/w Delegate, Do, Dump
- 14. @danberger | #MESworksMay 2014 Feedback is tough because it presents tension between our need to learn and our desire to be accepted. Remember: negative interactions with supervisors cause a 6x stronger reaction than positive ones Before giving feedback, ask yourself: “Do I really need to give feedback in this situation?
- 15. @danberger | #MESworksMay 2014 Effective Communication Emotions Source: Interview w/ Dick Costolo Manage along the x-axis, not the y-axis. Never leave a 1-on-1 with todo’s.
- 16. @danberger | #MESworksMay 2014 Become a deliberately developmental organization that makes your employees better people.
- 17. @danberger | #MESworksMay 2014 Source: 5 Dysfunctions of a Team These are the 5 dysfunctions of a team. It all starts with Trust.
- 18. @danberger | #MESworksMay 2014 Motivation 2.0 Source: Drive Learning is part of the “New Incomes”
- 19. @danberger | #MESworksMay 2014 Meetings are awesome. Make sure you have objectives, agendas, minutes, and next steps. If they don’t add value. Don’t have them. Always Be Capturing.
- 20. @danberger | #MESworksMay 2014 Source: The Extraordinary Leader Eliminate fatal flaws and focus on strengths. This is how you become extraordinary.
- 21. @danberger | #MESworksMay 2014
- 22. @danberger | #MESworksMay 2014 Thank you! Email: dan@socialtables.com Twitter: @danberger Slides: http://www.slideshare.net/socialtables
Editor's Notes
- #4 Come up with your operating principles These are mine. What are yours?
- #5 Come up with your core values Tell the story of how we came up with ours.
- #6 Alignment (McK 7S) Everything has to align... and this is why core value are important.
- #7 Come up with your vision Tell the story of how we came up with our mission.
- #8 OKRs and management by objectives What are OKRs... started w/ Drucker... developed at Intel... perfected by Google.
- #9 These are the tools we use to regularly check in on engagement
- #10 Your most important job is to remove obstacles. This makes people more successful in their work.
- #11 Charisma = presence, power, and warmth These can all be projected through your body language. The outcome of negotiations, sales calls, and business plan pitches could be predicted 87% of the time by strictly analyzing participants’ body language. Eye contact + mirroring + smile + don’t head nod too much + no fidgeting
- #12 Manager vs. Leader Leadership is scaleable; management is not
- #13 From Gallup: They motivate every single employee to take action and engage them with a compelling mission and vision. They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance. They create a culture of clear accountability. They build relationships that create trust, open dialogue, and full transparency. They make decisions that are based on productivity, not politics.
- #14 Delegating is really important and is an aspect of a great manager Exercise you can do: Delegate, Do, Dump Start by placing money on your time Start training your people now Give them ownership and accept the fact there’s a risk
- #15 Feedback is tough because it presents tension between our need to learn and our desire to be accepted. Remember: negative interactions with supervisors cause a 6x stronger reaction than positive ones Before giving feedback, ask yourself: “Do I really need to give feedback in this situation? Immediate unless not urgent... which can be saved for one-on-one Ask for preferred mode of communication
- #16 Managing to the Y-Axis Dont leave one on one’s with todo’s!
- #17 A deliberately developmental organization (DDO) is an org that makes you a better person. Continuous development is assumed to be the critical ingredient for a company’s success. “You will be here as long as you grow as fast as the company does.”
- #18 Here is how teams fail. Starts without having any trust... [work your way up]
- #20 Who loves meetings? Take meetings seriously. Objective. Agenda. Minutes. Next Steps. If you don’t add value, leave. If you’re not getting value, leave. Make them interactive with gamestorming.
- #21 So how do you get better? Identify your fatal flaws (using a 360, for example) Kill them Then focus on your strengths and get better You will get a halo effect.