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What Great ManagersWhat Great Managers
DODO
Based on Marcus Buckinghams article inBased on Marcus Buckinghams article in Harvard Business ReviewHarvard Business Review, March, March
2005, p.702005, p.70--7979
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Great Leaders tap into the fears and needsGreat Leaders tap into the fears and needswe all sharewe all share
Great managers discover, develop andGreat managers discover, develop and
celebrate whats different about eachcelebrate whats different about each
person and what works for themperson and what works for them
Heres how they do it!Heres how they do it!
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Great ManagersGreat Managers
Discover what is unique about each personDiscover what is unique about each personand capitalize on itand capitalize on it
Know and value the unique abilities andKnow and value the unique abilities andeven the eccentricities of their staff, andeven the eccentricities of their staff, andlearn how to best integrate them intolearn how to best integrate them into
coordinated actioncoordinated action Play chess while average managers playPlay chess while average managers play
checkerscheckers
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CheckersCheckers
All the pieces are uniform and move in theAll the pieces are uniform and move in the
same waysame way
They are interchangeableThey are interchangeable
They all move in the same pace, on parallelThey all move in the same pace, on parallelpathspaths
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ChessChess Each type move of piece move in a different wayEach type move of piece move in a different way
You cant play if you dont know how each pieceYou cant play if you dont know how each piecemovemove
You wont win if you dont think carefully aboutYou wont win if you dont think carefully about
how move the pieceshow move the pieces
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Great LeadersGreat Leaders
Discover what is universal and capitalize onDiscover what is universal and capitalize on
itit
Rally people toward a better futureRally people toward a better future Cut through the differences of race, sex, age,Cut through the differences of race, sex, age,
nationality and personalitynationality and personality
Use stories and celebrate heroesUse stories and celebrate heroes
Tap into those very few needs we all shareTap into those very few needs we all share
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Great ManagersGreat Managers
Turn one persons particular talent intoTurn one persons particular talent into
performanceperformance
Identify and deploy the difference among peopleIdentify and deploy the difference among people
Challenge each staff to excel in his or her wayChallenge each staff to excel in his or her way
Great managers can be great leaders and viceGreat managers can be great leaders and vice
versa, but to excel at one or both, they need to beversa, but to excel at one or both, they need to be
aware of the very different skills each roleaware of the very different skills each role
requiresrequires
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A Game of ChessA Game of Chess
Great managers put people into roles that willGreat managers put people into roles that willallow them to shine and avoid putting clashingallow them to shine and avoid putting clashingpersonalities togetherpersonalities together
Ability to keep tweaking roles to capitalize onAbility to keep tweaking roles to capitalize onthe uniqueness of each person is the essence ofthe uniqueness of each person is the essence ofgreat managementgreat management
They also find ways for individuals to growThey also find ways for individuals to grow
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Great Managers AreGreat Managers AreRomanticsRomantics
Capitalizing on each persons uniqueness is a powerfulCapitalizing on each persons uniqueness is a powerful
tool for the following reasons:tool for the following reasons:
1.1. It saves timeIt saves time taking advantage of natural abilities,taking advantage of natural abilities,
rather than trying to remedy the weaknessesrather than trying to remedy the weaknesses2.2. Makes individual more accountableMakes individual more accountable
3.3. Build a stronger sense of team, because it createsBuild a stronger sense of team, because it creates
interdependency, helps people appreciate one anothersinterdependency, helps people appreciate one anothers
particular skillsparticular skills makes people need one anothermakes people need one another
4.4. Introduce a healthy degree of disruption into the worldIntroduce a healthy degree of disruption into the world
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Great ManagersGreat Managers
Focus on uniqueness not just because it makesFocus on uniqueness not just because it makes
good business sense,good business sense,
Because they cant help itBecause they cant help it Fascinated with individuality for its own sakeFascinated with individuality for its own sake
Fine shades of personality are crystal clear toFine shades of personality are crystal clear to
and highly valuedand highly valued Do not ignore the subtletiesDo not ignore the subtleties
Figure out what makes people tickFigure out what makes people tick
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Controlling InsightControlling Insight
The elusiveThe elusive One ThingOne Thing which all greatwhich all great
managers havemanagers have
Helps identify which actions has the most farHelps identify which actions has the most far
reaching influence in virtually every situationreaching influence in virtually every situation
Applicable across a wide range of situationsApplicable across a wide range of situations
Serve as a multiplier and achieve exponentialServe as a multiplier and achieve exponential
improvementimprovement
Guide action which creates better outcomesGuide action which creates better outcomes
consistentlyconsistently
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The Three LeversThe Three Levers
To be a great manager you must know aboutTo be a great manager you must know abouteach of your direct reports:each of your direct reports:
1.1. What are his or herWhat are his or herstrengthsstrengths?,?,
2.2. What are theWhat are the triggerstriggers that activate thosethat activate thosestrengths?, andstrengths?, and
3.3. What is his or herWhat is his or herlearning style?learning style?
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Make most of strengthsMake most of strengths
Great managers take time and effort to fullyGreat managers take time and effort to fully
appreciate the strengths and weaknesses of theirappreciate the strengths and weaknesses of theirstaffstaff
They do this by spending a great deal of timeThey do this by spending a great deal of timeoutside the office walking around, watching eachoutside the office walking around, watching each
staffs reactions to events, listening and takingstaffs reactions to events, listening and takingmental notes about what each individual is drawnmental notes about what each individual is drawnto and what each person struggle withto and what each person struggle with
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To identify strengthsTo identify strengths
Great managers ask, Great managers ask, What was the best day at workWhat was the best day at workyouve had in the past three months?youve had in the past three months? prompt your staffprompt your staffto start thinking about their interests and abilitiesto start thinking about their interests and abilities
Find out what the person was doing and why he/sheFind out what the person was doing and why he/sheenjoyed it so muchenjoyed it so much
A strength is not just something you are good at, it mightA strength is not just something you are good at, it mightbe something you arent good at yetbe something you arent good at yet
It might be a predilectionIt might be a predilection something you find sosomething you find sointrinsically satisfying that you look forward to doing itintrinsically satisfying that you look forward to doing itagain and again, getting better at it over timeagain and again, getting better at it over time
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To identify weaknessesTo identify weaknesses
Great managers ask, Great managers ask, What was the worst dayWhat was the worst day
youve had in the past three months?youve had in the past three months? probeprobe
for details on what was being donefor details on what was being done
A weakness is not just something you are bad at,A weakness is not just something you are bad at,
it might be something that drains you of energyit might be something that drains you of energy
Something you never look forward to doing andSomething you never look forward to doing andwhen you are doing it, you want stopwhen you are doing it, you want stop
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Great ManagersGreat Managers
Look at both strengths and weaknesses but focus onLook at both strengths and weaknesses but focus onstrengths of their staff to build selfstrengths of their staff to build self--assuranceassurance
SelfSelf--assurance, i.e., selfassurance, i.e., self--efficacy is the strongestefficacy is the strongestpredictor of the ability to set high goals, to persist in thepredictor of the ability to set high goals, to persist in theface of obstacles, to bounce back when reversals occur,face of obstacles, to bounce back when reversals occur,and achieve the goals setand achieve the goals set
Great managers understands this and reinforces selfGreat managers understands this and reinforces self--assurance of the staffassurance of the staff
Focus on strengths might create a sense ofFocus on strengths might create a sense ofoverconfidence among staff, but great managers mitigateoverconfidence among staff, but great managers mitigatethis by emphasizing the size and difficulty of the goalsthis by emphasizing the size and difficulty of the goals
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Dealing with failuresDealing with failures
Four approaches great managers use:Four approaches great managers use:
1.1. Offer relevant training if the problem is lack ofOffer relevant training if the problem is lack ofskills or knowledge;skills or knowledge;
2.2. Providing a complementary partner whose talentsProviding a complementary partner whose talentsare strong in precisely the areas where the staff isare strong in precisely the areas where the staff isweak;weak;
3.3. Using a technique which helps the staff accomplishUsing a technique which helps the staff accomplishthrough discipline what could not be achievedthrough discipline what could not be achievedthrough instinct,through instinct,
4.4. Rearrange the work more effectively to render theRearrange the work more effectively to render theweakness irrelevantweakness irrelevant
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Trigger GoodTrigger Good
PerformancePerformance
Strengths are not always on display and sometimesStrengths are not always on display and sometimes
require precise triggers to turn them onrequire precise triggers to turn them on
Triggers come in myriad and different forms and mustTriggers come in myriad and different forms and mustbe used with carebe used with care with the right trigger, staff will pushwith the right trigger, staff will push
harder and persevere in the face of obstacles, with theharder and persevere in the face of obstacles, with the
wrong one staff may shut downwrong one staff may shut down
A trigger which works with one might not work withA trigger which works with one might not work with
anotheranother
The most powerful trigger isThe most powerful trigger is recognitionrecognition not moneynot money
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RecognitionRecognition
Great managers are aware that staff respondGreat managers are aware that staff respond
well to recognitionwell to recognition
They realize that each staff plays to aThey realize that each staff plays to aslightly different audience and match theslightly different audience and match the
staff to the audience they treasure most, forstaff to the audience they treasure most, for
e.g. peers, managers, technical expertise,e.g. peers, managers, technical expertise,clients, etc.clients, etc.
Tailoring praise to fit a person is what greatTailoring praise to fit a person is what great
managers domanagers do
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Tailor to learning stylesTailor to learning styles
Three styles predominate; but they are notThree styles predominate; but they are not
mutually exclusivemutually exclusive1.1. AnalyzingAnalyzing
2.2. DoingDoing
3.3. WatchingWatching
Attuning to each staff learning style or stylesAttuning to each staff learning style or styles
will help focus coachingwill help focus coaching
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AnalyzersAnalyzers
Understands a task by taking it apart, examining its elementsUnderstands a task by taking it apart, examining its elementsand reconstructing it bit by bit, every single component of a taand reconstructing it bit by bit, every single component of a taskskis importantis important
Craves information; hates mistakesCraves information; hates mistakes
Needs to absorb all there is to know about a subject beforeNeeds to absorb all there is to know about a subject beforebeing comfortable with itbeing comfortable with it
Teaching an analyzer require giving ample time in theTeaching an analyzer require giving ample time in theclassroom, role playing and postclassroom, role playing and post--mortem exercisesmortem exercises
Allow ample time for preparation, break the performance downAllow ample time for preparation, break the performance down
into its component parts so that it can be carefully built upinto its component parts so that it can be carefully built up The most powerful learning moments occurThe most powerful learning moments occurpriorpriorto theto the
performanceperformance
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DoersDoers The doers most powerful learning moment occursThe doers most powerful learning moment occurs
duringduring performanceperformance
Trail and error are integral to the doing learning styleTrail and error are integral to the doing learning style
Learns most by figuring out things themselves, seeLearns most by figuring out things themselves, see
preparation as dry and uninspiringpreparation as dry and uninspiring
To teach the doer, give a brief overview of the desiredTo teach the doer, give a brief overview of the desiredexpected outcomes and get out of the way, and thenexpected outcomes and get out of the way, and then
gradually increase the degree of each tasks complexitygradually increase the degree of each tasks complexity
Mistakes are raw material for learningMistakes are raw material for learning
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WatchersWatchers
Do not learn through role play nor learn byDo not learn through role play nor learn by
doingdoing The watchers are poor students but notThe watchers are poor students but not
necessarily poor learnersnecessarily poor learners
Learn when given a chance to see the totalLearn when given a chance to see the totalperformanceperformance -- the complete picture, ratherthe complete picture, ratherthan examining the individual parts of athan examining the individual parts of atasktask
Get the watcher out of the classroom, awayGet the watcher out of the classroom, awayfrom manuals and pair with the mostfrom manuals and pair with the mostexperienced performersexperienced performers
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Mediocre managersMediocre managers
Assume staff are motivated by the same thingsAssume staff are motivated by the same thingsand by the same goalsand by the same goals
Believe they will desire the same kind ofBelieve they will desire the same kind ofrelationshipsrelationships
Think they learn in the same wayThink they learn in the same way Define the expected behaviours and tell staff onDefine the expected behaviours and tell staff on
work on behaviours that doesnt come naturallywork on behaviours that doesnt come naturally
Praise those who can overcome their natural stylesPraise those who can overcome their natural styles
to conform to preset ideasto conform to preset ideas Believe the managers job is to mold, orBelieve the managers job is to mold, or
transform, each staff into the perfect version of thetransform, each staff into the perfect version of therolerole
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Great ManagersGreat Managers Their success lies in the appreciation of individualityTheir success lies in the appreciation of individuality
They play chess, they do not try to change a personsThey play chess, they do not try to change a personsstylestyle they do not push a knight to move like a bishopthey do not push a knight to move like a bishop
They are aware that staff differs in the way they think,They are aware that staff differs in the way they think,
how they build relationships, how altruistic they are,how they build relationships, how altruistic they are,
how patient they can be, how much of an expert theyhow patient they can be, how much of an expert they
need to be, how prepared they need to feel, what drivesneed to be, how prepared they need to feel, what drives
them, what challenges them, and what their goals arethem, what challenges them, and what their goals are
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Individual DifferencesIndividual Differences
Like blood types, cutting across variations ofLike blood types, cutting across variations of
race, sex, and agerace, sex, and age Enduring and resistance to changeEnduring and resistance to change
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Great ManagersGreat Managers
Invest their time (the most precious resource) toInvest their time (the most precious resource) to
identify exactly how each staff is different andidentify exactly how each staff is different andthen determine how best to incorporate thosethen determine how best to incorporate those
enduring idiosyncrasies into the overall planenduring idiosyncrasies into the overall plan
Bring this insight into their actions andBring this insight into their actions andinteractionsinteractions
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Remember!Remember!
Great management is about release, notGreat management is about release, nottransformationtransformation
Its about constantly managing yourIts about constantly managing your
environment so that the unique contribution,environment so that the unique contribution,the unique needs and the unique style of eachthe unique needs and the unique style of each
individual is given free reinindividual is given free rein
Your success as a manager depends on yourYour success as a manager depends on yourability to do thisability to do this