What Great Managers Do Differently

Jim TriandiflouCEO, Relias Learning

2015 Summer Leadership Institute

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5Hiring

Developing

Clear Direction

Communicating

Measuring

Cheer SilenceLoseWin Boo

Round 1

Audience Poll

Do you use an assessment or profiling tool to assist in hiring?

Hiring – Behavioral InterviewsBased upon real experiences

Not about how you MIGHT behave, but how youHAVE behaved in the past

The more recent the experience the better the predictor of on-going behavior

Can you give me an

example…

Tell me about a time…

Developing Personnel

TrainCoachReviewCareer Plan

Communicating

Measure

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11Coachability

Emotional Intelligence

Motivation

Attitude

Technical skills

Cheer SilenceLoseWin Boo

Round 2

Why do new employees fail?Coachability (26%): The ability to accept and implement feedback from bosses,

colleagues, customers and others.

Emotional Intelligence (23%): The ability to understand and manage one’s own emotions, and accurately assess others’ emotions.

Motivation (17%): Sufficient drive to achieve one’s full potential and excel on the job.

Temperament (15%): Attitude and personality suited to the particular job and work environment.

Technical Competence (11%): Functional or technical skills required to do the job.

Mark Murphy, Hiring for Attitude, 2012.

First, Break All the Rules

“The greatest managers in the world seem to have little in common.They differ in sex, age, and race. They employ vastly different stylesand focus on different goals. Yet despite their differences, greatmanagers share one common trait: They do not hesitate to breakvirtually every rule held sacred by conventional wisdom.

They do not believe that, with enough training, a person can achieveanything he sets his mind to. They do not try to help people overcometheir weaknesses. They consistently disregard the golden rule. And,yes, they even play favorites. First, Break All the Rules explains why.”

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7

Hire for talent

Define outcomes

Focus on strengths

Find right fit

Cheer SilenceLoseWin Boo

Round 3

What Great Managers Do Differently

Select for talent

Define the right outcomes

Focus on strengths

Find the right fit

Audience Poll

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What percentage of people say they use their strengths every day in their jobs?

Closing Thoughts

• First line managers may be the most important role in the organization.

• Teach managers to hire great… behavioral interviewing, hiring for talent.

• Focus on an employee’s strengths… help them become the best they can be.

• Finding the right fit means using strengths every day… and making weaknesses irrelevant.

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Additional References

Buckingham, Marcus, and Curt Coffman. First, Break All the Rules: What the World's Greatest Managers Do Differently. New York, NY.: Simon & Schuster, 1999. Print.

Murphy, Mark A. Hiring for Attitude: A Revolutionary Approach to Recruiting Star Performers with Both Tremendous Skills and Superb Attitude. New York: McGraw-Hill, 2012. Print.

2015 Summer Leadership Institute