SlideShare a Scribd company logo
ChangeThis



                                                                                                                   Y    Save to disk [help]
                                                                                                                   2    Hide/Show menus




                                                                        How to Manage
                                                                        SMART
                                                                        PEOPLE                                         continued >
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                     is toner-friendly: the
                     backgrounds wonʼt
                     print on paper and are
                     only visible on-screen
                     to aid readability. We
                     recommend printing a
                                                                        by Scott Berkun
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                                            f
                         X            Not using Adobe Acrobat? Please go to http://changethis.com/content/reader                     NEXT
ChangeThis




                                The other day, over lunch, a friend recounted how her boss was just
                                like the manager from the movie Office Space. After a few stories of
                                cubicle horror related to said manager, she looked up at me and asked,
                                “Am I an idiot? Or did something I did in this or a previous life make
                                me deserve this?”
                                I didnʼt know what to say, other than that no one deserves to have a bad manager
                                (well, almost no one). Certainly this friend, who is bright, hard working, and fun,
                                doesnʼt deserve one. But unfortunately there is a normal distribution of manager
                                quality, and many people with the job title of manager donʼt quite rise to the chal-
                                lenges of the role. Itʼs often not their fault; sometimes theyʼve just never had a good
                                manager themselves to model after. Then again, other times theyʼve just focused on
                                the wrong things.

                                  What follows is some advice for managers on how to manage people, especially tal-
                                  ented people. I worked for nine years at Microsoft, sometimes managing projects,
                                  sometimes managing people, but always with a manager above me. I think Iʼm smart,
                                  but many of the people who have worked for me definitely were. Over the years Iʼve
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                                  experienced many mistakes and successes in both how I was managed, and how I
                     is toner-friendly: the
                                  managed others. What follows is a short distillation of some of what Iʼve learned.
                     backgrounds wonʼt
                     print on paper and are one way to manage people, but there are some approaches that I think
                                  Thereʼs no
                                  most good managers share.
                     only visible on-screen
                     to aid readability. We
                     recommend printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                               h           f
                                                                                                                    2/18
                         X
ChangeThis




                                MANAGEMENT DEFINED

                                I once had a manager that his other reports and I called “the bossman.” We called him
                                this in jest, making fun of his authority, because it was so rare that he needed to use
                                it. Instead, arguments always centered on some problem that needed to be solved,
                                and what the best approach would be to solve it. If there was a disagreement, heʼd
                                restate the goals and expectations, make sure everyone was still on the same page,
                                and then lead a discussion of possible alternatives. Working for him always felt like a
                                partnership. Decisions were made on the basis of their merit, and any point of view
                                was allowed, provided it added value to the discussion. He didnʼt care if he was right
                                or wrong, only that the best ideas survived. In years of working for this guy, I can only
                                think of a handful of incidents where he asked me to do something that didnʼt already
                                make some degree of sense to me. His authority, though obvious since he was my
                                boss, was rarely something he had to exercise or use as a tool to get things done. Was
                                this guy a good manager? It depends whom you ask.

                                  For many people and organizations, management is considered in relatively strict
                                  and authority-based terms. The manager, or the boss, is the person who has author-
                     GO AHEAD AND PRINT
                                  ity and responsibility over a bunch of other people. Often he or she can hire and fire
                     THIS. This manifesto
                     is toner-friendly: the give raises, decide who works on what, and has political and social access to
                                  people,
                     backgrounds wonʼtimportant people in the company. Depending on where you work, these things
                                  other
                     print on paper and areto varying degrees. I learned that the more you talk to different people in dif-
                                  are true
                     only visible on-screen
                                  ferent lines of work about managers, the more you learn how differently defined the
                     to aid readability. We
                     recommend role and job can be. There are also huge differences in what employees in different
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                h            f
                                                                                                                     3/18
                         X
ChangeThis




                                organizations expect their managers to do for them. What is expected of managers in
                                one organization would be a revelation in another.

     There’s no one way to manage people,
                 but there are some approaches that I think
     most good managers share.
                                My experience with “the bossman” taught me that managers have many undocu-
                                mented, unsaid, but incredibly important functions. Managers have more to do with
                                enabling the happiness and productivity of the people that work for them than any-
                                one else in the organization. A manager, at any level of hierarchy, from line project
                                manager to CEO, has an emotional responsibility to their reports, or to the people
                                who are dependent on them. Like a parent in a family, or a coach of a sports team, a
                                manager sets the tone for dialogue (open and thoughtful, or defensive and confron-
                                  tational?), enables or prevents a fun work environment, and interprets or ignores the
                                  corporate rules and structure, for a daily practice of shared work. While managers are
                     GO AHEAD AND PRINT get stuff done for their employer, they also make a personal commitment to
                                  hired to
                     THIS. This manifesto
                                  each of their reports by being their boss. The manager automatically takes on more
                     is toner-friendly: the
                                  responsibility for the career of their employee than anyone else in the organization
                     backgrounds wonʼt
                                  or company. They might ignore this responsibility, or do a crappy job of it, but the
                     print on paper and are
                     only visible on-screen
                                  responsibility is still theirs.
                     to aid readability. We
                     recommend printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                     h          f
                                                                                                                         4/18
                         X            Want to copy and paste parts of this manifesto? CLICK HERE for instructions.
ChangeThis




                                I look at the “bossman” as an example of a very effective project manager. I think he
                                hired people very carefully, trying to find people that would work within his manage-
                                ment philosophy. He chose people who were self-motivated and confident enough
                                that he didnʼt have to expend much energy figuring out how to get them to work hard.
                                Then he created an environment where good ideas rose to the top, further encouraging
                                smart people to want to contribute. “The bossman” made working for him feel like a
                                proper relationship: He got something from us, and we got something from him.


     “The bossman” made working for him feel like a
        proper relationship: He got something from us,
     and we got something from him.
                               I think that this kind of management style requires more skill and savvy than a more
                               hierarchical, drill-sergeant type of manager. Unlike the latter, the former demands
                               comfort with degrees of ambiguity, and the confidence to allow reports to openly
                               disagree, or intellectually trump, their manager. But from my experience, this open
                               management style is the only way to have a “best idea wins” kind of culture.
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                     is toner-friendly: the I know some people who would have criticized ʻthe bossman” as a manager
                                  However,
                     backgrounds wonʼt
                                  who was not in control of his team. If you walked into the room at a brainstorming
                     print on paper and are
                     only visible on-screen or group discussion, it wasnʼt always clear who the head honcho was. Theyʼd
                                  session,
                     to aid readability. say that he delegated too many decisions down to the people that worked for
                                  also We
                     recommend him, and perhaps trusted them too much. I suppose the final analysis has to come
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                              h           f
                                                                                                                   5/18
                         X
ChangeThis




                                down to the results. If the quality of work produced by the team is high, and group
                                morale and motivation are skyrocketing, then the often fuzzy lines of hierarchy and
                                the open communication style canʼt really be criticized.

                                More than anything else, talented people want to be in environments that both ap-
                                preciate and cultivate their talents. Any successful manager of talented people has to
                                come in every day, to every meeting, and directly work towards making this happen.
                                This doesnʼt mean coddling people, or denying the teamʼs goals in favor of making
                                someone feel good. Instead itʼs about making actions and decisions that both clarify
                                how peopleʼs talents apply to the team goals, and working to keep the team happy,
                                motivated, and focused in that application.


                                THE NATURE OF SMART OR TALENTED PEOPLE

                                  Everyone is talented. Certainly not everyone is as talented as everyone else, but ev-
                                  ery individual has certain things they are good at, and certain things they suck at.
                                  Assuming you are a manager, your first task is to figure out what talents each of the
                                  people working for you have. This is not as easy. It requires more than looking at their
                     GO AHEAD AND PRINT
                     THIS. This manifesto or reading their current job description. Most of the important talents that
                                  resume
                     is toner-friendly: thehave live underneath the over-processed job descriptions and functional roles
                                  people
                     backgrounds wonʼt
                                  most organizations have created for talented people to live in. Good managers must
                     print on paper and are
                     only visible on-screen from the hierarchy, bureaucracy, and formalization, and actually see people
                                  step back
                     to aid readability. We for what they do, but for what they can do that they currently are not doing.
                                  not just
                     recommend This includes things that they may never have had the chance to do, as well as talents
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                h            f
                                                                                                                     6/18
                         X
ChangeThis




                                that they may not have recognized themselves. A manager who treats his reports as
                                cogs in a wheel is guaranteed to get the performance of a cog in a wheel. But a man-
                                ager that develops and grows people into new strengths and abilities will always get
                                more out of their team that their cog-minded peers will of theirs.


     A manager who treats his reports as cogs in a wheel
                    is guaranteed to get the performance
     of a cog in a wheel.
                               Once, at a lecture I gave, some managers in the room balked at this idea, joking that
                               not everyone on their team was particularly talented. (If youʼre reading this, and you
                               know who you are, please place a big L on your forehead now. You are now banned
                               from the rest of this essay :) ). Even if you donʼt have a team of rock stars, itʼs your job
                               as manager to either work with the people you have to make them better, define their
                               roles to match their strengths, or to manage them out of your group/team/company.
                               But no matter how you deal with it, itʼs your job. Thatʼs why you get paid the big
                     GO AHEAD AND PRINTor in all probability, the bigger bucks than the people working for you.
                               bucks,
                     THIS. This manifesto
                                  Although, it is fair to say that different kinds of organizations expect different things
                     is toner-friendly: the
                     backgrounds wonʼt
                                  out of their managers and employees. Sometimes the work involved is more repetitive
                     print on paper and are
                                  and cog-like than not. The job might not require creative thinking, or expect people
                     only visible on-screen
                     to aid readability. We improvements to processes and approaches as part of their job. If thatʼs the
                                  to make
                     recommend case, then hopefully itʼs been made clear to managers and employees before they are
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                 h            f
                                                                                                                      7/18
                         X            Want to find the most buzzworthy manifestos? DISCOVER them here.
ChangeThis




                                hired. Hierarchical models do make sense if the majority of work is in the domain of
                                some kind of repetitive actions, rather than generating ideas, or dealing with new and
                                complex situations. In the end, good managers know to use as little hierarchy and
                                authority as needed for the group to be effective, regardless of the domain.


                                MAKING PEOPLE VISIBLE

                               Stars need to shine. Managers are granted some amount of visibility into the larger
                               organization (and often can work to obtain more), and itʼs up to the manager to dole
                               out some of that visibility down to their reports. While managers need to establish
                               themselves, and manage peer and senior level politics, they also need to help estab-
                               lish the people on their team along with them. Itʼs a great thing for a manager to be
                               seen helping new stars rise. People will say, “Whoʼs that smart woman over there?”
                               And the answer will be, “Oh, thatʼs Sally. Sheʼs on Johnʼs team.” When people see that
                               somehow youʼre able to cultivate and grow smart people, you win more acclaim than
                               if you presented the ideas yourself. I think if good ideas are in abundance, and the
                               culture promotes and rewards their creation, thereʼs much less competition for credit
                               for it.
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                                  In the unspeakable acts department, there is never any reason to take credit from a
                     is toner-friendly: the
                     backgrounds wonʼt
                                  report. This only puts poison in your own well. If there is any ambiguity as to who
                     print on paper and are
                     only visible on-screen with what idea or is responsible for some achievement, yield in favor of your
                                  came up
                                  report (or if it was a real collaboration, and not a manager-fabricated one, liberally
                     to aid readability. We
                     recommend mention their name with yours, as in “Sally and I...”). Smart people will repay you
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                h           f
                                                                                                                     8/18
                         X
ChangeThis




                                for your generosity many times over with their trust. On the other hand, since smart
                                people often care more about their ideas than anything else, if they canʼt trust you
                                with them, theyʼre unlikely to trust you with anything else either.


                                ASK THEM WHAT THEY NEED TO KICK ASS

                                The following question is one of my favorite tools as a manager: “What do you need
                                from me in order to kick ass on this project?” Asking this question of a report invari-
                                ably scares the shit out of them. Itʼs a cut to the chase, where you, as manager, lay
                                out on the table the magic wish list of possibilities, and ask them to put their cards on
                                the table. If a good discussion ensues, you then have the opportunity to actually de-
                                liver some of the things they might need. All the pet complaints theyʼve been harbor-
                                ing have a chance to surface, and perhaps, simply fade away in the face of your brutal
                                honesty and openness as a manager.

                                  The management theory behind why this can work is this: assuming you acknowledge
                                  that people who work for you might be smart, talented, or both, you have to find a
                                  way to communicate this to them. The simplest and most important way is to allow
                     GO AHEAD AND PRINT
                     THIS. This manifesto participate (not dominate) in defining how you will manage them. Asking
                                  them to
                                  them what they need from you is an enormous act of respect. You are putting them,
                     is toner-friendly: the
                     backgrounds wonʼt
                                  for a moment, on a nearly even playing field with you. But it is also an invitation to
                     print on paper and are
                     only visible on-screenstep up, and fully invest themselves in their work. This is because if they
                                  them to
                     to aid readability. We they need something, they must admit to themselves that thereʼs no external
                                  donʼt say
                     recommend reason that theyʼre not kicking ass on the project.
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                               h            f
                                                                                                                    9/18
                         X
ChangeThis




                                But of course, if not applied carefully, this approach can backfire. The burden is on
                                the manager to make the conversation an open and positive one, without getting
                                defensive or giving them reason not to disclose the information youʼre asking for. The
                                insecure manager, the non-communicative manager, the manager who makes every-
                                thing about them, will generally fail with this approach. Theyʼll start off okay, but as
                                soon as anything about their management approach, personality, working style, or
                                other aspects of their management qualities come into question, theyʼll get defensive,
                                and retreat back into their authority, and end the discussion. Itʼs really a form of de-
                                nial. To be a manager means accepting feedback on how you manage.

     Be decisive and decide to improve your
                   management of your talent right now.
                                One practical way to overcome this starts with a meeting. The manager sets up a
                                meeting with the employee and opens a discussion about how they like to be man-
                                 aged. The manager should explain the purpose of the meeting, and ask clarifying
                                 questions about what the report says. Generally, the manager should say nothing
                                 about their own opinions. Zero. Zilch. Zip. Instead, their job is to listen, help the report
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                                 clarify their thoughts and then go away and think about what they said.
                     is toner-friendly: the
                     backgrounds wonʼt
                                  The reason why the manager needs to shut up is that they have all the authority. If
                     print on paper and are
                     only visible on-screen want to understand what their employee needs from them as a manager,
                                  they really
                                  theyʼll only be honest if they believe they wonʼt be judged for it. As soon as the man-
                     to aid readability. We
                     recommend ager starts in with, “but why donʼt you just do X?” or, “sure, sure, but Iʼve learn that Y
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                   h 10/18 f
                         X           Donʼt agree with this manifesto? Write your own. CLICK HERE for details.
ChangeThis




                                is really the best way to...” the conversation has effectively ended. Some more asser-
                                tive people might argue further and put up a good fight, but many people wonʼt.


     It’s your job. What else…is more important
                          than trying to find a way to get your
      employees to do their best work?
                                Iʼve found that in many cases, the easiest time to have this sort of conversation is
                                when you go through a reorg, take over a new team, or have someone new join your
                                team. Iʼve found that when the slate is clean thereʼs less expectation and relationship
                                baggage to deal with. If you donʼt have a clear point in time, thatʼs ok. Do it anyway.
                                Be decisive and decide to improve your management of your talent right now. If there
                                are problems youʼre capable of fixing or things that you could be doing to improve
                                your team, you wonʼt know unless you take the initiative to find out. More assertive
                                people might call you out and set up this kind of meeting with you, and they deserve
                                bonus points for that, but itʼs the managerʼs job to make discussions about manage-
                               ment happen.
                     GO AHEAD AND PRINT
                     THIS. This manifesto
                     is toner-friendly: the of the actual conversation, most of the time, most of what youʼll hear are
                                  In terms
                     backgrounds wonʼt
                                  simple and reasonable adjustments to how certain things are done. Some people
                     print on paper and are
                     only visible on-screen that they know of better ways to run the meetings you organize. Or that
                                  might say
                                  theyʼd appreciate more of a balance of positive feedback (which they feel their work
                     to aid readability. We
                     recommend warrants) with critical feedback. But who knows. They might tell you something that
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                               h            f
                                                                                                                    11/18
                         X
ChangeThis




                                no one else in your career has thought to say, that can dramatically improve your
                                abilities as a manager. Itʼs in your interest to make them comfortable giving you this
                                kind of commentary. Offer up something you are specifically trying to get better at,
                                and ask them for their opinion. I think Iʼve often gotten much better feedback on my
                                management skills from people Iʼve managed, than from the people Iʼve worked for.

                                The big risk here that some managers have complained about is that now the manag-
                                er has to actually go think about what the employee said, which can be complex and
                                time consuming. My response: Shut up. Itʼs your job. What else are you doing that is
                                more important than trying to find a way to get your employees to do their best work?


                                RESPECT WHAT TALENTS THEY HAVE, THAT YOU DO NOT
                                (AND HIRE WITH THIS IN MIND)

                                  Iʼm a fan of sports analogies to management, so hereʼs one: every team sport requires
                                  many different skills. No one player is the best at everything, and winning games re-
                                  quires each player to understand their specific role, the roles others play, and how they
                                  all need to fit together to work. Business or technical organizations are no different.
                     GO AHEAD AND PRINT
                     THIS. This manifesto only go well if everyone understands (and is comfortable with) their role, knows
                                  Things
                     is toner-friendly: the of others, and has some understanding of how it all fits together. Good man-
                                  the roles
                     backgrounds wonʼt
                                  agers should be easily seen as coaches (not the Bobby Knight, chair-throwing type, but
                     print on paper and are
                     only visible on-screen Wooden, nurturing-leader type), who value the different roles, and try to bring
                                  the John
                     to aid readability. We the right kind of chemistry to make good things happen.
                                  together
                     recommend printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                h            f
                                                                                                                     12/18
                         X
ChangeThis




                               If you are a manager, itʼs unlikely that you were born that way. For awhile, you prob-
                               ably had the job that one of the people who work for you currently has. You used to
                               be more specialized, and have a well-defined expertise. This means that your natural
                               bias will be towards over-involving yourself in that role, and under-involving your-


     You have to go out of your way to periodically
                         allow your own points of view to be
     evaluated, questioned, and improved.
                                  self in the other roles people play on your team. Youʼll also probably simultaneously
                                  over-value the role that you grew up in. Itʼs human nature. Perhaps you used to be a
                                  developer, you liked being a developer, and you think youʼre good at developing. So
                                  when an engineering issue comes up that impacts marketing, interface design and lo-
                                  calization, odds are youʼll tend to focus most on the engineering point of view, which
                                  might not always be the most important one. Odds are also good that if you do this
                                  often enough, you will destabilize your team, undermine its other strengths, and lead
                                  you and the team to great shame and tragic ruin. (Ok, maybe not. But it will impact
                     GO AHEAD AND PRINT
                                  what kinds of issues people bother raising in front of you.) As the manager, your
                     THIS. This manifesto
                                  philosophical biases often become the teamʼs philosophical biases. You have to go out
                     is toner-friendly: the
                     backgrounds wonʼt
                                  of your way to periodically allow your own points of view to be evaluated, questioned,
                     print on paper and are
                                  and improved.
                     only visible on-screen
                     to aid readability. We
                                 Sometimes the only way to make this happen is to bring an outsider in to evaluate the
                     recommend printing a
                     test page ashidden biases an organization has, someone who can make commentary and recom-
                                  some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                              h            f
                                                                                                                   13/18
                         X          Please donʼt be afraid; PASS THIS ALONG to as many people as you want!
ChangeThis




                                mendations without fear of political recriminations. You can only have the best ideas
                                surface if youʼre drawing from a wide pool of perspectives, including those different
                                or even in conflict with your own.

                                Another solution is this: First acknowledge that you have weaknesses, both in skills
                                and in knowledge. Second, admit that your ignorance hurts not only the product or
                                website, but the team itself. Third, get help in hiring experts for roles you are not
                                familiar with, and go out of your way to involve them, and their perspectives, in your
                                decision making process. Deliberately hire first-rate, strong willed people to represent
                                disciplines that you tend to undervalue. Force yourself to be on the top of your own
                                game, and to make sure itʼs not bias and ignorance that drive you, but good judgment
                                refined by divergent perspectives.

                                (SMALL ESOTERIC NOTE THAT PROBABLY ISN’T WORTH READING: Originally this essayʼs
                                opening paragraph made (mis)use of the term law of averages, implying that half
                                of all managers were below average in quality, when more accurately I should have
                                  stated that half of all managers were below the median level of managerial quality. I
                                  replaced this phrase instead by referring to the normal distribution, which I believe
                                  applies to managers, diffusing the whole mean/average/median fiasco. You see, un-
                     GO AHEAD AND PRINT
                                  expectedly, my originally inaccurate use of the term “average” unleashed a torrential
                     THIS. This manifesto
                     is toner-friendly: the shall we say, unkind feedback in my general direction, regarding my misuse
                                  flood of,
                     backgrounds wonʼt
                                  of terminology. This note is presented for both entertainment purposes [yes, there are
                     print on paper and are
                                  people that will pick on your essays about management if you are sloppy with your
                     only visible on-screen
                                  secondary points that include statistical terminology, who knew], and in recognition
                     to aid readability. We
                     recommend that a modification of this essay occurred as a result of said feedback, which though
                                   printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                              h 14/18 f
                         X
ChangeThis




                                Iʼm very appreciative for, wasnʼt generally very kind [“learn math” doesnʼt really offer
                                much practical advice, though it did make me laugh]. And for the record, since several
                                people asked without giving a return email address, I did take probability, statistics
                                and mathematics classes at CMU, despite my sloppy use of the concepts. Just goes
                                to remind me that sometimes errors I see in other peopleʼs stuff might just be over-
                                sights, rather than reflections of ignorance.) — 2/4/2004




                     GO AHEAD AND PRINT
                     THIS. This manifesto
                     is toner-friendly: the
                     backgrounds wonʼt
                     print on paper and are
                     only visible on-screen
                     to aid readability. We
                     recommend printing a
                     test page as some older
                     printers do not support
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                             h            f
                                                                                                                  15/18
                         X
ChangeThis




                 info
                                ABOUT THE AUTHOR
                                Scott Berkun is a consultant in project management and product design. You can read other essays
                                by him at http://www.uiweb.com. His first book, The Art of Project Management, will be published
                                by OʼReilly in April 2005.


                                DOWNLOAD THIS
                                This manifesto is available from http://changethis.com/13.SmartPeople


                                SEND THIS
                                Click here to pass along a copy of this manifesto to others:
                                http://changethis.com/13.SmartPeople/email


                                SUBSCRIBE
                                Learn about our latest manifestos as soon as they are available. Sign up for our free newsletter and
                                be notified by email. http://changethis.com/subscribe




                     GO AHEAD AND PRINT
                     THIS. This manifesto
                     is toner-friendly: the
                     backgrounds wonʼt
                     print on paper and are
                     only visible on-screen
                     to aid readability. We
                     recommend printing a
                     test page as some older
                                                                                                           z                     | MORE
                     printers do not support                                                                                              f
                                                                                                                LAST PAGE READ
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                            h            f
                                                                                                                                 16/18
                         X
ChangeThis




                 info
                                WHAT YOU CAN DO
                                You are given the unlimited right to print this manifesto and to distribute it electronically (via email,
                                your website, or any other means). You can print out pages and put them in your favorite coffee
                                shopʼs windows or your doctorʼs waiting room. You can transcribe the authorʼs words onto the side-
                                walk, or you can hand out copies to everyone you meet. You may not alter this manifesto in any way,
                                though, and you may not charge for it.


                                NAVIGATION & USER TIPS
                                Move around this manifesto by using your keyboard arrow keys or click on the right arrow ( f ) for
                                the next page and the left arrow ( h ). To send this by email, just click on       .
                                                                                                               U

                                HAVING PROBLEMS SAVING TO DISK?
                                First, make sure you have the latest version of Acrobat Reader 6 which you can download from
                                http://www.adobe.com/products/acrobat/readstep2.html. If problems persist, it may be due to your
                                Acrobat Reader settings. To correct the problem (for Windows), a reader, J. Hansen, suggests going
                                to your Acrobat Reader Preferences > Options > Web browser Options. Check the “Display PDF in
                                                                               Y
                                Browser” option. Then click on Save to Disk         .


                                KEYBOARD SHORTCUTS                                            PC                       MAC
                                Zoom in (Larger view)                                         [ CTL ] [ + ]            [#]   [+]
                     GO AHEAD AND PRINT
                                 Zoom out                                                     [ CTL ] [ - ]            [#]   [-]
                     THIS. This manifesto
                                  Full screen/Normal screen view                                [ CTL ] [ L ]          [#][L]
                     is toner-friendly: the
                     backgrounds wonʼt
                     print on paper andON DATE
                                  BORN are
                     only visible on-screen
                                  This document was created on 7 February 2004 and is based on the best information available at
                     to aid readability. We
                                  that time. To check for updates, please click here to visit http://changethis.com/13.SmartPeople
                     recommend printing a
                     test page as some older
                                                                                                               z                       |
                     printers do not support                                                                                       MORE f
                                                                                                                   LAST PAGE READ
                     this Acrobat feature.


| iss. 13.04 | i | U |       |+|                                                                                                   h           f
                                                                                                                                       17/18
                         X
ChangeThis




                    info
                                    COPYRIGHT INFO
                                    The copyright in this work belongs to the author, who is solely responsible for the content. Please
                                    direct content feedback or permissions questions to the author: http://www.uiweb.com/form.html

                                    This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs License.
                                    To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/2.0 or send a
          SOME RIGHTS RESERVED
                                    letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA.
                creative
           cc
                commons
                                    Cover image from stock.xchng http://sxc.hu


                                    ABOUT CHANGETHIS
                                    ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. While the authors
                                    we work with are responsible for their own work, they donʼt necessarily agree with everything
                                    available in ChangeThis format. But you knew that already.




                         GO AHEAD AND PRINT
                         THIS. This manifesto
                         is toner-friendly: the
                         backgrounds wonʼt
                         print on paper and are
                         only visible on-screen
                         to aid readability. We
                         recommend printing a
                         test page as some older
                                                                                                                            z
                         printers do not support                                                                                LAST PAGE READ
                         this Acrobat feature.


| iss. 13.04 | i | U |           |+|                                                                                            h      18/18
                            X

More Related Content

What's hot

Mgi 7 innovative_ideas_to_fight_recession
Mgi 7 innovative_ideas_to_fight_recessionMgi 7 innovative_ideas_to_fight_recession
Mgi 7 innovative_ideas_to_fight_recession
Association Executives of North Carolina
 
Constellations for Change - Chapter 0 - Naked
Constellations for Change - Chapter 0 - NakedConstellations for Change - Chapter 0 - Naked
Constellations for Change - Chapter 0 - Naked
louise_a
 
Design for dreams not needs: who do you want your customers to become?
Design for dreams not needs: who do you want your customers to become?Design for dreams not needs: who do you want your customers to become?
Design for dreams not needs: who do you want your customers to become?
Joyce Hostyn
 
Employee Communities: Community Centric Change
Employee Communities: Community Centric ChangeEmployee Communities: Community Centric Change
Employee Communities: Community Centric Change
Joyce Hostyn
 
Can we design organizations for beauty?
Can we design organizations for beauty?Can we design organizations for beauty?
Can we design organizations for beauty?
Joyce Hostyn
 
End Malaria - ChangeThis
End Malaria - ChangeThisEnd Malaria - ChangeThis
End Malaria - ChangeThis
Miguel Cavalcanti
 
Emerging behavior osu presentation
Emerging behavior osu presentationEmerging behavior osu presentation
Emerging behavior osu presentation
Alasdair Lloyd-jones
 
Predictable Irrationality If You Build What They Ask For, They Will Not Come
Predictable Irrationality If You Build What They Ask For, They Will Not ComePredictable Irrationality If You Build What They Ask For, They Will Not Come
Predictable Irrationality If You Build What They Ask For, They Will Not Come
Joyce Hostyn
 
Ebook creative ideas in 10 minutes final
Ebook creative ideas in 10 minutes finalEbook creative ideas in 10 minutes final
Ebook creative ideas in 10 minutes final
John Brooker / Yes! And...
 
Its Ok To Ask For Help
Its Ok To Ask For HelpIts Ok To Ask For Help
Its Ok To Ask For Help
CPA Australia
 
You can do better: Lessons Learned from Government Meets Social Networks
You can do better: Lessons Learned from Government Meets Social NetworksYou can do better: Lessons Learned from Government Meets Social Networks
You can do better: Lessons Learned from Government Meets Social Networks
Sebastian Deterding
 

What's hot (11)

Mgi 7 innovative_ideas_to_fight_recession
Mgi 7 innovative_ideas_to_fight_recessionMgi 7 innovative_ideas_to_fight_recession
Mgi 7 innovative_ideas_to_fight_recession
 
Constellations for Change - Chapter 0 - Naked
Constellations for Change - Chapter 0 - NakedConstellations for Change - Chapter 0 - Naked
Constellations for Change - Chapter 0 - Naked
 
Design for dreams not needs: who do you want your customers to become?
Design for dreams not needs: who do you want your customers to become?Design for dreams not needs: who do you want your customers to become?
Design for dreams not needs: who do you want your customers to become?
 
Employee Communities: Community Centric Change
Employee Communities: Community Centric ChangeEmployee Communities: Community Centric Change
Employee Communities: Community Centric Change
 
Can we design organizations for beauty?
Can we design organizations for beauty?Can we design organizations for beauty?
Can we design organizations for beauty?
 
End Malaria - ChangeThis
End Malaria - ChangeThisEnd Malaria - ChangeThis
End Malaria - ChangeThis
 
Emerging behavior osu presentation
Emerging behavior osu presentationEmerging behavior osu presentation
Emerging behavior osu presentation
 
Predictable Irrationality If You Build What They Ask For, They Will Not Come
Predictable Irrationality If You Build What They Ask For, They Will Not ComePredictable Irrationality If You Build What They Ask For, They Will Not Come
Predictable Irrationality If You Build What They Ask For, They Will Not Come
 
Ebook creative ideas in 10 minutes final
Ebook creative ideas in 10 minutes finalEbook creative ideas in 10 minutes final
Ebook creative ideas in 10 minutes final
 
Its Ok To Ask For Help
Its Ok To Ask For HelpIts Ok To Ask For Help
Its Ok To Ask For Help
 
You can do better: Lessons Learned from Government Meets Social Networks
You can do better: Lessons Learned from Government Meets Social NetworksYou can do better: Lessons Learned from Government Meets Social Networks
You can do better: Lessons Learned from Government Meets Social Networks
 

Viewers also liked

Smart people
Smart peopleSmart people
Smart people
Henk-Jan Scholman
 
How to Navigate through Office Politics
How to Navigate through Office PoliticsHow to Navigate through Office Politics
How to Navigate through Office Politics
Nando Rodriguez
 
Secrets To Winning At Office Politics How To Get Things Done And Increase You...
Secrets To Winning At Office Politics How To Get Things Done And Increase You...Secrets To Winning At Office Politics How To Get Things Done And Increase You...
Secrets To Winning At Office Politics How To Get Things Done And Increase You...
Whizlabs
 
Dealing office politics
Dealing office politicsDealing office politics
Dealing office politics
Raj Kumar Singh
 
Want a Security Clearance? This is what you need to know
Want a Security Clearance? This is what you need to knowWant a Security Clearance? This is what you need to know
Want a Security Clearance? This is what you need to know
Career Communications Group
 
How to Deal with Office Politics
How to Deal with Office PoliticsHow to Deal with Office Politics
How to Deal with Office Politics
Roberto de Paula Lico Junior
 
Practical office politics
Practical office politicsPractical office politics
Practical office politics
Eric Tachibana
 
Navigating Corporate Politics- DFWSEM State of Search Conference 2013
Navigating Corporate Politics- DFWSEM State of Search Conference 2013Navigating Corporate Politics- DFWSEM State of Search Conference 2013
Navigating Corporate Politics- DFWSEM State of Search Conference 2013
Brittan Bright
 
Computer presentation
Computer presentationComputer presentation
Computer presentation
Shahrukh Rahman
 
basics of computer system ppt
basics of computer system pptbasics of computer system ppt
basics of computer system ppt
Suaj
 
Global Warming
Global WarmingGlobal Warming
Global Warming
kevin0o0
 
Global warming ppt tanya
Global warming ppt tanyaGlobal warming ppt tanya
Global warming ppt tanya
shalinisharmaa
 

Viewers also liked (12)

Smart people
Smart peopleSmart people
Smart people
 
How to Navigate through Office Politics
How to Navigate through Office PoliticsHow to Navigate through Office Politics
How to Navigate through Office Politics
 
Secrets To Winning At Office Politics How To Get Things Done And Increase You...
Secrets To Winning At Office Politics How To Get Things Done And Increase You...Secrets To Winning At Office Politics How To Get Things Done And Increase You...
Secrets To Winning At Office Politics How To Get Things Done And Increase You...
 
Dealing office politics
Dealing office politicsDealing office politics
Dealing office politics
 
Want a Security Clearance? This is what you need to know
Want a Security Clearance? This is what you need to knowWant a Security Clearance? This is what you need to know
Want a Security Clearance? This is what you need to know
 
How to Deal with Office Politics
How to Deal with Office PoliticsHow to Deal with Office Politics
How to Deal with Office Politics
 
Practical office politics
Practical office politicsPractical office politics
Practical office politics
 
Navigating Corporate Politics- DFWSEM State of Search Conference 2013
Navigating Corporate Politics- DFWSEM State of Search Conference 2013Navigating Corporate Politics- DFWSEM State of Search Conference 2013
Navigating Corporate Politics- DFWSEM State of Search Conference 2013
 
Computer presentation
Computer presentationComputer presentation
Computer presentation
 
basics of computer system ppt
basics of computer system pptbasics of computer system ppt
basics of computer system ppt
 
Global Warming
Global WarmingGlobal Warming
Global Warming
 
Global warming ppt tanya
Global warming ppt tanyaGlobal warming ppt tanya
Global warming ppt tanya
 

Similar to How to Manage Smart People (a ChangeThis manifest)

49042481 how-to-manage-smart people
49042481 how-to-manage-smart people49042481 how-to-manage-smart people
49042481 how-to-manage-smart people
Ghassan Alawi
 
What Great Leaders Really Do Synopsis
What Great Leaders Really Do   SynopsisWhat Great Leaders Really Do   Synopsis
What Great Leaders Really Do Synopsis
Chris75gb
 
How to Manage a UX Team
How to Manage a UX TeamHow to Manage a UX Team
How to Manage a UX Team
Katrina Alcorn
 
Become a ux_leader
Become a ux_leaderBecome a ux_leader
Become a ux_leader
Prasad Khose
 
The problem solvers problem
The problem solvers problemThe problem solvers problem
The problem solvers problem
AgileOnTheBeach
 
Steps to becoming the manager your employees need
Steps to becoming the manager your employees needSteps to becoming the manager your employees need
Steps to becoming the manager your employees need
humresource
 
10 ways-to-be-a-better-manager
10 ways-to-be-a-better-manager10 ways-to-be-a-better-manager
10 ways-to-be-a-better-manager
Vishaal S
 
Wise article mgr as key comm 2010 05
Wise article mgr as key comm 2010 05Wise article mgr as key comm 2010 05
Wise article mgr as key comm 2010 05
Dulye
 
25 Ways To Distinguish Yourself
25 Ways To Distinguish Yourself25 Ways To Distinguish Yourself
25 Ways To Distinguish Yourself
Uri Levanon
 
Radical Management Preface Introduction Steve Denning
Radical Management Preface Introduction Steve DenningRadical Management Preface Introduction Steve Denning
Radical Management Preface Introduction Steve Denning
Steve Denning
 
Org. politics & backstabbing
Org. politics & backstabbingOrg. politics & backstabbing
Org. politics & backstabbing
Muhammad Shoaib
 
ManagementVsLeadership
ManagementVsLeadershipManagementVsLeadership
ManagementVsLeadership
Derek Fournier
 
Management+by+walking+around
Management+by+walking+aroundManagement+by+walking+around
Management+by+walking+around
Raviraj Prasad Kushwaha
 
1.a call
1.a call1.a call
1.a call
libfsb
 
Future organisations
Future organisationsFuture organisations
Future organisations
Florin Hoinarescu
 
8 signs of incompetent managers
8 signs of incompetent managers8 signs of incompetent managers
8 signs of incompetent managers
Shane Allen
 
Management
ManagementManagement
Management
Kabul Prasetyo
 
Designing with Executives (aka "Why Execs Obsess Over Icons")
Designing with Executives (aka "Why Execs Obsess Over Icons")Designing with Executives (aka "Why Execs Obsess Over Icons")
Designing with Executives (aka "Why Execs Obsess Over Icons")
Uday Gajendar
 
Leading the Virtual Workforce - Group Cohesion & Indvidual Commitment
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentLeading the Virtual Workforce - Group Cohesion & Indvidual Commitment
Leading the Virtual Workforce - Group Cohesion & Indvidual Commitment
Patrick Zientara
 
A hard look at the softer side of business analysis
A hard look at the softer side of business analysisA hard look at the softer side of business analysis
A hard look at the softer side of business analysis
Joe Newbert
 

Similar to How to Manage Smart People (a ChangeThis manifest) (20)

49042481 how-to-manage-smart people
49042481 how-to-manage-smart people49042481 how-to-manage-smart people
49042481 how-to-manage-smart people
 
What Great Leaders Really Do Synopsis
What Great Leaders Really Do   SynopsisWhat Great Leaders Really Do   Synopsis
What Great Leaders Really Do Synopsis
 
How to Manage a UX Team
How to Manage a UX TeamHow to Manage a UX Team
How to Manage a UX Team
 
Become a ux_leader
Become a ux_leaderBecome a ux_leader
Become a ux_leader
 
The problem solvers problem
The problem solvers problemThe problem solvers problem
The problem solvers problem
 
Steps to becoming the manager your employees need
Steps to becoming the manager your employees needSteps to becoming the manager your employees need
Steps to becoming the manager your employees need
 
10 ways-to-be-a-better-manager
10 ways-to-be-a-better-manager10 ways-to-be-a-better-manager
10 ways-to-be-a-better-manager
 
Wise article mgr as key comm 2010 05
Wise article mgr as key comm 2010 05Wise article mgr as key comm 2010 05
Wise article mgr as key comm 2010 05
 
25 Ways To Distinguish Yourself
25 Ways To Distinguish Yourself25 Ways To Distinguish Yourself
25 Ways To Distinguish Yourself
 
Radical Management Preface Introduction Steve Denning
Radical Management Preface Introduction Steve DenningRadical Management Preface Introduction Steve Denning
Radical Management Preface Introduction Steve Denning
 
Org. politics & backstabbing
Org. politics & backstabbingOrg. politics & backstabbing
Org. politics & backstabbing
 
ManagementVsLeadership
ManagementVsLeadershipManagementVsLeadership
ManagementVsLeadership
 
Management+by+walking+around
Management+by+walking+aroundManagement+by+walking+around
Management+by+walking+around
 
1.a call
1.a call1.a call
1.a call
 
Future organisations
Future organisationsFuture organisations
Future organisations
 
8 signs of incompetent managers
8 signs of incompetent managers8 signs of incompetent managers
8 signs of incompetent managers
 
Management
ManagementManagement
Management
 
Designing with Executives (aka "Why Execs Obsess Over Icons")
Designing with Executives (aka "Why Execs Obsess Over Icons")Designing with Executives (aka "Why Execs Obsess Over Icons")
Designing with Executives (aka "Why Execs Obsess Over Icons")
 
Leading the Virtual Workforce - Group Cohesion & Indvidual Commitment
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentLeading the Virtual Workforce - Group Cohesion & Indvidual Commitment
Leading the Virtual Workforce - Group Cohesion & Indvidual Commitment
 
A hard look at the softer side of business analysis
A hard look at the softer side of business analysisA hard look at the softer side of business analysis
A hard look at the softer side of business analysis
 

More from Uri Levanon

How to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
How to Spread Ideas: Think Like an Entrepreneur, Not Like a CrusaderHow to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
How to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
Uri Levanon
 
When Did We Start Trusting Strangers? (Universal-McCann Research)
When Did We Start Trusting Strangers? (Universal-McCann Research)When Did We Start Trusting Strangers? (Universal-McCann Research)
When Did We Start Trusting Strangers? (Universal-McCann Research)
Uri Levanon
 
Gmails Quota Secrets
Gmails Quota SecretsGmails Quota Secrets
Gmails Quota Secrets
Uri Levanon
 
The Customer Evangelist Manifesto
The Customer Evangelist ManifestoThe Customer Evangelist Manifesto
The Customer Evangelist Manifesto
Uri Levanon
 
Case-based Sequential Ordering of Songs for Playlist Recommendation
Case-based Sequential Ordering of Songs for Playlist RecommendationCase-based Sequential Ordering of Songs for Playlist Recommendation
Case-based Sequential Ordering of Songs for Playlist Recommendation
Uri Levanon
 
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
Uri Levanon
 
A Case-Based Song Scheduler for Group Customised Radio
A Case-Based Song Scheduler for Group Customised RadioA Case-Based Song Scheduler for Group Customised Radio
A Case-Based Song Scheduler for Group Customised Radio
Uri Levanon
 
Financial Fitness for Entrepreneurs
Financial Fitness for EntrepreneursFinancial Fitness for Entrepreneurs
Financial Fitness for Entrepreneurs
Uri Levanon
 
Do Less
Do LessDo Less
Do Less
Uri Levanon
 
Escape Adulthood
Escape AdulthoodEscape Adulthood
Escape Adulthood
Uri Levanon
 
A Physics Of Ideas - Measuring the Physical Properties of Memes
A Physics Of Ideas - Measuring the Physical Properties of MemesA Physics Of Ideas - Measuring the Physical Properties of Memes
A Physics Of Ideas - Measuring the Physical Properties of Memes
Uri Levanon
 
The Power of The Marginal
The Power of The MarginalThe Power of The Marginal
The Power of The Marginal
Uri Levanon
 
Why Smart People Defense Bad Ideas?
Why Smart People Defense Bad Ideas?Why Smart People Defense Bad Ideas?
Why Smart People Defense Bad Ideas?
Uri Levanon
 
Measuring Word of Mouth & Influence in the Blogosphere
Measuring Word of Mouth & Influence in the BlogosphereMeasuring Word of Mouth & Influence in the Blogosphere
Measuring Word of Mouth & Influence in the Blogosphere
Uri Levanon
 
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
Uri Levanon
 
What is Open Source Marketing? (a ChangeThis manifest)
What is Open Source Marketing? (a ChangeThis manifest)What is Open Source Marketing? (a ChangeThis manifest)
What is Open Source Marketing? (a ChangeThis manifest)
Uri Levanon
 
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control EnvironmentWoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
Uri Levanon
 
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media PlanWom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
Uri Levanon
 
WoM: Introdcing SPI Reports - Social Persuaders and Influencers
WoM: Introdcing SPI Reports - Social Persuaders and InfluencersWoM: Introdcing SPI Reports - Social Persuaders and Influencers
WoM: Introdcing SPI Reports - Social Persuaders and Influencers
Uri Levanon
 
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
Uri Levanon
 

More from Uri Levanon (20)

How to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
How to Spread Ideas: Think Like an Entrepreneur, Not Like a CrusaderHow to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
How to Spread Ideas: Think Like an Entrepreneur, Not Like a Crusader
 
When Did We Start Trusting Strangers? (Universal-McCann Research)
When Did We Start Trusting Strangers? (Universal-McCann Research)When Did We Start Trusting Strangers? (Universal-McCann Research)
When Did We Start Trusting Strangers? (Universal-McCann Research)
 
Gmails Quota Secrets
Gmails Quota SecretsGmails Quota Secrets
Gmails Quota Secrets
 
The Customer Evangelist Manifesto
The Customer Evangelist ManifestoThe Customer Evangelist Manifesto
The Customer Evangelist Manifesto
 
Case-based Sequential Ordering of Songs for Playlist Recommendation
Case-based Sequential Ordering of Songs for Playlist RecommendationCase-based Sequential Ordering of Songs for Playlist Recommendation
Case-based Sequential Ordering of Songs for Playlist Recommendation
 
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
One Music, Many Listeners - A Case-based Song Scheduler for Group Customised ...
 
A Case-Based Song Scheduler for Group Customised Radio
A Case-Based Song Scheduler for Group Customised RadioA Case-Based Song Scheduler for Group Customised Radio
A Case-Based Song Scheduler for Group Customised Radio
 
Financial Fitness for Entrepreneurs
Financial Fitness for EntrepreneursFinancial Fitness for Entrepreneurs
Financial Fitness for Entrepreneurs
 
Do Less
Do LessDo Less
Do Less
 
Escape Adulthood
Escape AdulthoodEscape Adulthood
Escape Adulthood
 
A Physics Of Ideas - Measuring the Physical Properties of Memes
A Physics Of Ideas - Measuring the Physical Properties of MemesA Physics Of Ideas - Measuring the Physical Properties of Memes
A Physics Of Ideas - Measuring the Physical Properties of Memes
 
The Power of The Marginal
The Power of The MarginalThe Power of The Marginal
The Power of The Marginal
 
Why Smart People Defense Bad Ideas?
Why Smart People Defense Bad Ideas?Why Smart People Defense Bad Ideas?
Why Smart People Defense Bad Ideas?
 
Measuring Word of Mouth & Influence in the Blogosphere
Measuring Word of Mouth & Influence in the BlogosphereMeasuring Word of Mouth & Influence in the Blogosphere
Measuring Word of Mouth & Influence in the Blogosphere
 
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
Guerrilla Marketing - Over 90 Field-Tested Tactics to Get Your Business Into ...
 
What is Open Source Marketing? (a ChangeThis manifest)
What is Open Source Marketing? (a ChangeThis manifest)What is Open Source Marketing? (a ChangeThis manifest)
What is Open Source Marketing? (a ChangeThis manifest)
 
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control EnvironmentWoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
WoM: The Latte Lite BzzCampaign - Measuring WOM in a Test/Control Environment
 
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media PlanWom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
Wom: Media Consumption & Consumer Purchasing - A Word of Mouth Media Plan
 
WoM: Introdcing SPI Reports - Social Persuaders and Influencers
WoM: Introdcing SPI Reports - Social Persuaders and InfluencersWoM: Introdcing SPI Reports - Social Persuaders and Influencers
WoM: Introdcing SPI Reports - Social Persuaders and Influencers
 
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
WoM: Ratings, Reviews & ROI - How Leading Retailers Use Word of Mouth in Mark...
 

Recently uploaded

AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
Auxis Consulting & Outsourcing
 
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
grouphirani24
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
tjcomstrang
 
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
margaretblush
 
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdfVirtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
virtualproduction38
 
Look at our July library display on Mining
Look at our July library display on MiningLook at our July library display on Mining
Look at our July library display on Mining
NZSG
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
Katsuya Shiratori
 
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptxBenefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Brian Frerichs
 
How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?
Texas Flange
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
GauriKale30
 
Standard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital MarketingStandard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital Marketing
Dipendra Prasad Poudel
 
Top five predictions today, .
Top five predictions today,            .Top five predictions today,            .
Top five predictions today, .
Rupasingh82
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
Divyanshu56740
 
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptxSTRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
ImranTabish1
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
44annissa
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
himanshubclubofgsv
 
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
77sayre
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
kevinkariuki227
 
AI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptxAI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptx
Brian Frerichs
 

Recently uploaded (20)

AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
 
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
 
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
 
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdfVirtual Production Tool Set and Technologies Redefining Cinema.pdf
Virtual Production Tool Set and Technologies Redefining Cinema.pdf
 
Look at our July library display on Mining
Look at our July library display on MiningLook at our July library display on Mining
Look at our July library display on Mining
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
 
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptxBenefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
Benefits of Hiring Gen X Compared to Gen Z and Millennials.pptx
 
How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?How Do Flange Adapters Work and Why Are They Essential?
How Do Flange Adapters Work and Why Are They Essential?
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
 
Standard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital MarketingStandard Operating Procedure for Digital Marketing
Standard Operating Procedure for Digital Marketing
 
Top five predictions today, .
Top five predictions today,            .Top five predictions today,            .
Top five predictions today, .
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
 
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptxSTRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
 
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
 
AI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptxAI and Best Use Cases for Your Personal Life.pptx
AI and Best Use Cases for Your Personal Life.pptx
 

How to Manage Smart People (a ChangeThis manifest)

  • 1. ChangeThis Y Save to disk [help] 2 Hide/Show menus How to Manage SMART PEOPLE continued > GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the backgrounds wonʼt print on paper and are only visible on-screen to aid readability. We recommend printing a by Scott Berkun test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| f X Not using Adobe Acrobat? Please go to http://changethis.com/content/reader NEXT
  • 2. ChangeThis The other day, over lunch, a friend recounted how her boss was just like the manager from the movie Office Space. After a few stories of cubicle horror related to said manager, she looked up at me and asked, “Am I an idiot? Or did something I did in this or a previous life make me deserve this?” I didnʼt know what to say, other than that no one deserves to have a bad manager (well, almost no one). Certainly this friend, who is bright, hard working, and fun, doesnʼt deserve one. But unfortunately there is a normal distribution of manager quality, and many people with the job title of manager donʼt quite rise to the chal- lenges of the role. Itʼs often not their fault; sometimes theyʼve just never had a good manager themselves to model after. Then again, other times theyʼve just focused on the wrong things. What follows is some advice for managers on how to manage people, especially tal- ented people. I worked for nine years at Microsoft, sometimes managing projects, sometimes managing people, but always with a manager above me. I think Iʼm smart, but many of the people who have worked for me definitely were. Over the years Iʼve GO AHEAD AND PRINT THIS. This manifesto experienced many mistakes and successes in both how I was managed, and how I is toner-friendly: the managed others. What follows is a short distillation of some of what Iʼve learned. backgrounds wonʼt print on paper and are one way to manage people, but there are some approaches that I think Thereʼs no most good managers share. only visible on-screen to aid readability. We recommend printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 2/18 X
  • 3. ChangeThis MANAGEMENT DEFINED I once had a manager that his other reports and I called “the bossman.” We called him this in jest, making fun of his authority, because it was so rare that he needed to use it. Instead, arguments always centered on some problem that needed to be solved, and what the best approach would be to solve it. If there was a disagreement, heʼd restate the goals and expectations, make sure everyone was still on the same page, and then lead a discussion of possible alternatives. Working for him always felt like a partnership. Decisions were made on the basis of their merit, and any point of view was allowed, provided it added value to the discussion. He didnʼt care if he was right or wrong, only that the best ideas survived. In years of working for this guy, I can only think of a handful of incidents where he asked me to do something that didnʼt already make some degree of sense to me. His authority, though obvious since he was my boss, was rarely something he had to exercise or use as a tool to get things done. Was this guy a good manager? It depends whom you ask. For many people and organizations, management is considered in relatively strict and authority-based terms. The manager, or the boss, is the person who has author- GO AHEAD AND PRINT ity and responsibility over a bunch of other people. Often he or she can hire and fire THIS. This manifesto is toner-friendly: the give raises, decide who works on what, and has political and social access to people, backgrounds wonʼtimportant people in the company. Depending on where you work, these things other print on paper and areto varying degrees. I learned that the more you talk to different people in dif- are true only visible on-screen ferent lines of work about managers, the more you learn how differently defined the to aid readability. We recommend role and job can be. There are also huge differences in what employees in different printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 3/18 X
  • 4. ChangeThis organizations expect their managers to do for them. What is expected of managers in one organization would be a revelation in another. There’s no one way to manage people, but there are some approaches that I think most good managers share. My experience with “the bossman” taught me that managers have many undocu- mented, unsaid, but incredibly important functions. Managers have more to do with enabling the happiness and productivity of the people that work for them than any- one else in the organization. A manager, at any level of hierarchy, from line project manager to CEO, has an emotional responsibility to their reports, or to the people who are dependent on them. Like a parent in a family, or a coach of a sports team, a manager sets the tone for dialogue (open and thoughtful, or defensive and confron- tational?), enables or prevents a fun work environment, and interprets or ignores the corporate rules and structure, for a daily practice of shared work. While managers are GO AHEAD AND PRINT get stuff done for their employer, they also make a personal commitment to hired to THIS. This manifesto each of their reports by being their boss. The manager automatically takes on more is toner-friendly: the responsibility for the career of their employee than anyone else in the organization backgrounds wonʼt or company. They might ignore this responsibility, or do a crappy job of it, but the print on paper and are only visible on-screen responsibility is still theirs. to aid readability. We recommend printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 4/18 X Want to copy and paste parts of this manifesto? CLICK HERE for instructions.
  • 5. ChangeThis I look at the “bossman” as an example of a very effective project manager. I think he hired people very carefully, trying to find people that would work within his manage- ment philosophy. He chose people who were self-motivated and confident enough that he didnʼt have to expend much energy figuring out how to get them to work hard. Then he created an environment where good ideas rose to the top, further encouraging smart people to want to contribute. “The bossman” made working for him feel like a proper relationship: He got something from us, and we got something from him. “The bossman” made working for him feel like a proper relationship: He got something from us, and we got something from him. I think that this kind of management style requires more skill and savvy than a more hierarchical, drill-sergeant type of manager. Unlike the latter, the former demands comfort with degrees of ambiguity, and the confidence to allow reports to openly disagree, or intellectually trump, their manager. But from my experience, this open management style is the only way to have a “best idea wins” kind of culture. GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the I know some people who would have criticized ʻthe bossman” as a manager However, backgrounds wonʼt who was not in control of his team. If you walked into the room at a brainstorming print on paper and are only visible on-screen or group discussion, it wasnʼt always clear who the head honcho was. Theyʼd session, to aid readability. say that he delegated too many decisions down to the people that worked for also We recommend him, and perhaps trusted them too much. I suppose the final analysis has to come printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 5/18 X
  • 6. ChangeThis down to the results. If the quality of work produced by the team is high, and group morale and motivation are skyrocketing, then the often fuzzy lines of hierarchy and the open communication style canʼt really be criticized. More than anything else, talented people want to be in environments that both ap- preciate and cultivate their talents. Any successful manager of talented people has to come in every day, to every meeting, and directly work towards making this happen. This doesnʼt mean coddling people, or denying the teamʼs goals in favor of making someone feel good. Instead itʼs about making actions and decisions that both clarify how peopleʼs talents apply to the team goals, and working to keep the team happy, motivated, and focused in that application. THE NATURE OF SMART OR TALENTED PEOPLE Everyone is talented. Certainly not everyone is as talented as everyone else, but ev- ery individual has certain things they are good at, and certain things they suck at. Assuming you are a manager, your first task is to figure out what talents each of the people working for you have. This is not as easy. It requires more than looking at their GO AHEAD AND PRINT THIS. This manifesto or reading their current job description. Most of the important talents that resume is toner-friendly: thehave live underneath the over-processed job descriptions and functional roles people backgrounds wonʼt most organizations have created for talented people to live in. Good managers must print on paper and are only visible on-screen from the hierarchy, bureaucracy, and formalization, and actually see people step back to aid readability. We for what they do, but for what they can do that they currently are not doing. not just recommend This includes things that they may never have had the chance to do, as well as talents printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 6/18 X
  • 7. ChangeThis that they may not have recognized themselves. A manager who treats his reports as cogs in a wheel is guaranteed to get the performance of a cog in a wheel. But a man- ager that develops and grows people into new strengths and abilities will always get more out of their team that their cog-minded peers will of theirs. A manager who treats his reports as cogs in a wheel is guaranteed to get the performance of a cog in a wheel. Once, at a lecture I gave, some managers in the room balked at this idea, joking that not everyone on their team was particularly talented. (If youʼre reading this, and you know who you are, please place a big L on your forehead now. You are now banned from the rest of this essay :) ). Even if you donʼt have a team of rock stars, itʼs your job as manager to either work with the people you have to make them better, define their roles to match their strengths, or to manage them out of your group/team/company. But no matter how you deal with it, itʼs your job. Thatʼs why you get paid the big GO AHEAD AND PRINTor in all probability, the bigger bucks than the people working for you. bucks, THIS. This manifesto Although, it is fair to say that different kinds of organizations expect different things is toner-friendly: the backgrounds wonʼt out of their managers and employees. Sometimes the work involved is more repetitive print on paper and are and cog-like than not. The job might not require creative thinking, or expect people only visible on-screen to aid readability. We improvements to processes and approaches as part of their job. If thatʼs the to make recommend case, then hopefully itʼs been made clear to managers and employees before they are printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 7/18 X Want to find the most buzzworthy manifestos? DISCOVER them here.
  • 8. ChangeThis hired. Hierarchical models do make sense if the majority of work is in the domain of some kind of repetitive actions, rather than generating ideas, or dealing with new and complex situations. In the end, good managers know to use as little hierarchy and authority as needed for the group to be effective, regardless of the domain. MAKING PEOPLE VISIBLE Stars need to shine. Managers are granted some amount of visibility into the larger organization (and often can work to obtain more), and itʼs up to the manager to dole out some of that visibility down to their reports. While managers need to establish themselves, and manage peer and senior level politics, they also need to help estab- lish the people on their team along with them. Itʼs a great thing for a manager to be seen helping new stars rise. People will say, “Whoʼs that smart woman over there?” And the answer will be, “Oh, thatʼs Sally. Sheʼs on Johnʼs team.” When people see that somehow youʼre able to cultivate and grow smart people, you win more acclaim than if you presented the ideas yourself. I think if good ideas are in abundance, and the culture promotes and rewards their creation, thereʼs much less competition for credit for it. GO AHEAD AND PRINT THIS. This manifesto In the unspeakable acts department, there is never any reason to take credit from a is toner-friendly: the backgrounds wonʼt report. This only puts poison in your own well. If there is any ambiguity as to who print on paper and are only visible on-screen with what idea or is responsible for some achievement, yield in favor of your came up report (or if it was a real collaboration, and not a manager-fabricated one, liberally to aid readability. We recommend mention their name with yours, as in “Sally and I...”). Smart people will repay you printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 8/18 X
  • 9. ChangeThis for your generosity many times over with their trust. On the other hand, since smart people often care more about their ideas than anything else, if they canʼt trust you with them, theyʼre unlikely to trust you with anything else either. ASK THEM WHAT THEY NEED TO KICK ASS The following question is one of my favorite tools as a manager: “What do you need from me in order to kick ass on this project?” Asking this question of a report invari- ably scares the shit out of them. Itʼs a cut to the chase, where you, as manager, lay out on the table the magic wish list of possibilities, and ask them to put their cards on the table. If a good discussion ensues, you then have the opportunity to actually de- liver some of the things they might need. All the pet complaints theyʼve been harbor- ing have a chance to surface, and perhaps, simply fade away in the face of your brutal honesty and openness as a manager. The management theory behind why this can work is this: assuming you acknowledge that people who work for you might be smart, talented, or both, you have to find a way to communicate this to them. The simplest and most important way is to allow GO AHEAD AND PRINT THIS. This manifesto participate (not dominate) in defining how you will manage them. Asking them to them what they need from you is an enormous act of respect. You are putting them, is toner-friendly: the backgrounds wonʼt for a moment, on a nearly even playing field with you. But it is also an invitation to print on paper and are only visible on-screenstep up, and fully invest themselves in their work. This is because if they them to to aid readability. We they need something, they must admit to themselves that thereʼs no external donʼt say recommend reason that theyʼre not kicking ass on the project. printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 9/18 X
  • 10. ChangeThis But of course, if not applied carefully, this approach can backfire. The burden is on the manager to make the conversation an open and positive one, without getting defensive or giving them reason not to disclose the information youʼre asking for. The insecure manager, the non-communicative manager, the manager who makes every- thing about them, will generally fail with this approach. Theyʼll start off okay, but as soon as anything about their management approach, personality, working style, or other aspects of their management qualities come into question, theyʼll get defensive, and retreat back into their authority, and end the discussion. Itʼs really a form of de- nial. To be a manager means accepting feedback on how you manage. Be decisive and decide to improve your management of your talent right now. One practical way to overcome this starts with a meeting. The manager sets up a meeting with the employee and opens a discussion about how they like to be man- aged. The manager should explain the purpose of the meeting, and ask clarifying questions about what the report says. Generally, the manager should say nothing about their own opinions. Zero. Zilch. Zip. Instead, their job is to listen, help the report GO AHEAD AND PRINT THIS. This manifesto clarify their thoughts and then go away and think about what they said. is toner-friendly: the backgrounds wonʼt The reason why the manager needs to shut up is that they have all the authority. If print on paper and are only visible on-screen want to understand what their employee needs from them as a manager, they really theyʼll only be honest if they believe they wonʼt be judged for it. As soon as the man- to aid readability. We recommend ager starts in with, “but why donʼt you just do X?” or, “sure, sure, but Iʼve learn that Y printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h 10/18 f X Donʼt agree with this manifesto? Write your own. CLICK HERE for details.
  • 11. ChangeThis is really the best way to...” the conversation has effectively ended. Some more asser- tive people might argue further and put up a good fight, but many people wonʼt. It’s your job. What else…is more important than trying to find a way to get your employees to do their best work? Iʼve found that in many cases, the easiest time to have this sort of conversation is when you go through a reorg, take over a new team, or have someone new join your team. Iʼve found that when the slate is clean thereʼs less expectation and relationship baggage to deal with. If you donʼt have a clear point in time, thatʼs ok. Do it anyway. Be decisive and decide to improve your management of your talent right now. If there are problems youʼre capable of fixing or things that you could be doing to improve your team, you wonʼt know unless you take the initiative to find out. More assertive people might call you out and set up this kind of meeting with you, and they deserve bonus points for that, but itʼs the managerʼs job to make discussions about manage- ment happen. GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the of the actual conversation, most of the time, most of what youʼll hear are In terms backgrounds wonʼt simple and reasonable adjustments to how certain things are done. Some people print on paper and are only visible on-screen that they know of better ways to run the meetings you organize. Or that might say theyʼd appreciate more of a balance of positive feedback (which they feel their work to aid readability. We recommend warrants) with critical feedback. But who knows. They might tell you something that printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 11/18 X
  • 12. ChangeThis no one else in your career has thought to say, that can dramatically improve your abilities as a manager. Itʼs in your interest to make them comfortable giving you this kind of commentary. Offer up something you are specifically trying to get better at, and ask them for their opinion. I think Iʼve often gotten much better feedback on my management skills from people Iʼve managed, than from the people Iʼve worked for. The big risk here that some managers have complained about is that now the manag- er has to actually go think about what the employee said, which can be complex and time consuming. My response: Shut up. Itʼs your job. What else are you doing that is more important than trying to find a way to get your employees to do their best work? RESPECT WHAT TALENTS THEY HAVE, THAT YOU DO NOT (AND HIRE WITH THIS IN MIND) Iʼm a fan of sports analogies to management, so hereʼs one: every team sport requires many different skills. No one player is the best at everything, and winning games re- quires each player to understand their specific role, the roles others play, and how they all need to fit together to work. Business or technical organizations are no different. GO AHEAD AND PRINT THIS. This manifesto only go well if everyone understands (and is comfortable with) their role, knows Things is toner-friendly: the of others, and has some understanding of how it all fits together. Good man- the roles backgrounds wonʼt agers should be easily seen as coaches (not the Bobby Knight, chair-throwing type, but print on paper and are only visible on-screen Wooden, nurturing-leader type), who value the different roles, and try to bring the John to aid readability. We the right kind of chemistry to make good things happen. together recommend printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 12/18 X
  • 13. ChangeThis If you are a manager, itʼs unlikely that you were born that way. For awhile, you prob- ably had the job that one of the people who work for you currently has. You used to be more specialized, and have a well-defined expertise. This means that your natural bias will be towards over-involving yourself in that role, and under-involving your- You have to go out of your way to periodically allow your own points of view to be evaluated, questioned, and improved. self in the other roles people play on your team. Youʼll also probably simultaneously over-value the role that you grew up in. Itʼs human nature. Perhaps you used to be a developer, you liked being a developer, and you think youʼre good at developing. So when an engineering issue comes up that impacts marketing, interface design and lo- calization, odds are youʼll tend to focus most on the engineering point of view, which might not always be the most important one. Odds are also good that if you do this often enough, you will destabilize your team, undermine its other strengths, and lead you and the team to great shame and tragic ruin. (Ok, maybe not. But it will impact GO AHEAD AND PRINT what kinds of issues people bother raising in front of you.) As the manager, your THIS. This manifesto philosophical biases often become the teamʼs philosophical biases. You have to go out is toner-friendly: the backgrounds wonʼt of your way to periodically allow your own points of view to be evaluated, questioned, print on paper and are and improved. only visible on-screen to aid readability. We Sometimes the only way to make this happen is to bring an outsider in to evaluate the recommend printing a test page ashidden biases an organization has, someone who can make commentary and recom- some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 13/18 X Please donʼt be afraid; PASS THIS ALONG to as many people as you want!
  • 14. ChangeThis mendations without fear of political recriminations. You can only have the best ideas surface if youʼre drawing from a wide pool of perspectives, including those different or even in conflict with your own. Another solution is this: First acknowledge that you have weaknesses, both in skills and in knowledge. Second, admit that your ignorance hurts not only the product or website, but the team itself. Third, get help in hiring experts for roles you are not familiar with, and go out of your way to involve them, and their perspectives, in your decision making process. Deliberately hire first-rate, strong willed people to represent disciplines that you tend to undervalue. Force yourself to be on the top of your own game, and to make sure itʼs not bias and ignorance that drive you, but good judgment refined by divergent perspectives. (SMALL ESOTERIC NOTE THAT PROBABLY ISN’T WORTH READING: Originally this essayʼs opening paragraph made (mis)use of the term law of averages, implying that half of all managers were below average in quality, when more accurately I should have stated that half of all managers were below the median level of managerial quality. I replaced this phrase instead by referring to the normal distribution, which I believe applies to managers, diffusing the whole mean/average/median fiasco. You see, un- GO AHEAD AND PRINT expectedly, my originally inaccurate use of the term “average” unleashed a torrential THIS. This manifesto is toner-friendly: the shall we say, unkind feedback in my general direction, regarding my misuse flood of, backgrounds wonʼt of terminology. This note is presented for both entertainment purposes [yes, there are print on paper and are people that will pick on your essays about management if you are sloppy with your only visible on-screen secondary points that include statistical terminology, who knew], and in recognition to aid readability. We recommend that a modification of this essay occurred as a result of said feedback, which though printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h 14/18 f X
  • 15. ChangeThis Iʼm very appreciative for, wasnʼt generally very kind [“learn math” doesnʼt really offer much practical advice, though it did make me laugh]. And for the record, since several people asked without giving a return email address, I did take probability, statistics and mathematics classes at CMU, despite my sloppy use of the concepts. Just goes to remind me that sometimes errors I see in other peopleʼs stuff might just be over- sights, rather than reflections of ignorance.) — 2/4/2004 GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the backgrounds wonʼt print on paper and are only visible on-screen to aid readability. We recommend printing a test page as some older printers do not support this Acrobat feature. | iss. 13.04 | i | U | |+| h f 15/18 X
  • 16. ChangeThis info ABOUT THE AUTHOR Scott Berkun is a consultant in project management and product design. You can read other essays by him at http://www.uiweb.com. His first book, The Art of Project Management, will be published by OʼReilly in April 2005. DOWNLOAD THIS This manifesto is available from http://changethis.com/13.SmartPeople SEND THIS Click here to pass along a copy of this manifesto to others: http://changethis.com/13.SmartPeople/email SUBSCRIBE Learn about our latest manifestos as soon as they are available. Sign up for our free newsletter and be notified by email. http://changethis.com/subscribe GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the backgrounds wonʼt print on paper and are only visible on-screen to aid readability. We recommend printing a test page as some older z | MORE printers do not support f LAST PAGE READ this Acrobat feature. | iss. 13.04 | i | U | |+| h f 16/18 X
  • 17. ChangeThis info WHAT YOU CAN DO You are given the unlimited right to print this manifesto and to distribute it electronically (via email, your website, or any other means). You can print out pages and put them in your favorite coffee shopʼs windows or your doctorʼs waiting room. You can transcribe the authorʼs words onto the side- walk, or you can hand out copies to everyone you meet. You may not alter this manifesto in any way, though, and you may not charge for it. NAVIGATION & USER TIPS Move around this manifesto by using your keyboard arrow keys or click on the right arrow ( f ) for the next page and the left arrow ( h ). To send this by email, just click on . U HAVING PROBLEMS SAVING TO DISK? First, make sure you have the latest version of Acrobat Reader 6 which you can download from http://www.adobe.com/products/acrobat/readstep2.html. If problems persist, it may be due to your Acrobat Reader settings. To correct the problem (for Windows), a reader, J. Hansen, suggests going to your Acrobat Reader Preferences > Options > Web browser Options. Check the “Display PDF in Y Browser” option. Then click on Save to Disk . KEYBOARD SHORTCUTS PC MAC Zoom in (Larger view) [ CTL ] [ + ] [#] [+] GO AHEAD AND PRINT Zoom out [ CTL ] [ - ] [#] [-] THIS. This manifesto Full screen/Normal screen view [ CTL ] [ L ] [#][L] is toner-friendly: the backgrounds wonʼt print on paper andON DATE BORN are only visible on-screen This document was created on 7 February 2004 and is based on the best information available at to aid readability. We that time. To check for updates, please click here to visit http://changethis.com/13.SmartPeople recommend printing a test page as some older z | printers do not support MORE f LAST PAGE READ this Acrobat feature. | iss. 13.04 | i | U | |+| h f 17/18 X
  • 18. ChangeThis info COPYRIGHT INFO The copyright in this work belongs to the author, who is solely responsible for the content. Please direct content feedback or permissions questions to the author: http://www.uiweb.com/form.html This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/2.0 or send a SOME RIGHTS RESERVED letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. creative cc commons Cover image from stock.xchng http://sxc.hu ABOUT CHANGETHIS ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. While the authors we work with are responsible for their own work, they donʼt necessarily agree with everything available in ChangeThis format. But you knew that already. GO AHEAD AND PRINT THIS. This manifesto is toner-friendly: the backgrounds wonʼt print on paper and are only visible on-screen to aid readability. We recommend printing a test page as some older z printers do not support LAST PAGE READ this Acrobat feature. | iss. 13.04 | i | U | |+| h 18/18 X