Office© 2013, WORK FAMILY & HEALTH NETWORK

Manager Only Session

Managers direct how and when employees do the work

Tightly controlled / employees follow orders

Fear, obedience, and authority are the norm

Managers discipline based on rules

Managers serve / support the work that employees do

Employees have job autonomy

Trust, openness and commitment are the norm

Managers reward performance that meets client needs

Traditional Management Style

Results-Focused Management Style

WINS & CHALLENGES

ORTHODOXIES

Staff meetings are more effective when everyone is face to face.

“I’d like to see everyone face to face at staff meetings.”

The best relationships are built face to face. “I like to see people face to face. My team should respect that.”

Teams are more effective when they are together most of the time.

“STAR is great but people should be in the office at least 3 days a week.”

In this business, fire drills are unavoidable.“We can’t control what people outside of

our team do.”

The best work happens during traditional business hours when everyone else is working.

“My team is already flexible. They already come in late and leave early. Some of them

telecommute.”

If people get their work done in less than 40 hours, then they need more work.

“We’ve done velocity planning to make sure everyone has enough work to fill 40 hours.”

Some people just need more structure.

“I have some people on my team that can’t handle this much flexibility.”

I wish people were around here more often!

A manager manages best when people are readily available.

“When are you going to be available?”

People aren’t available 24/7 and they shouldn’t be.

MEETINGS

Scenario Practice

A business partner says, “Whenever I’m trying to get help, I can’t find

anyone around from your team.”

What should you say?

Someone outside of the your department approaches you and says, “Now that your team is doing this STAR thing, I can’t get

them to come to my meetings.”

What should you ask?

You’re concerned that your employees will not be as attentive to

business partners/customers (or that they will blow off deadlines).

What should you do?

You hear some of your peers talking about how their employees don’t seem to be available as much as they were

before STAR.

What should you say?

You’re receiving feedback from business partners/customers that they’re not

getting the results they need from your employee.

What should you do?

Some of your employees feel that they want to continue letting everyone know where they are because that’s the polite

thing to do.

What should you do?

Office© 2013, WORK FAMILY & HEALTH NETWORK

Leading in a STAR Workplace

Performance Tips

Focus on providing performance support every day. Act immediately when a performance issue is brought to your attention. Provide immediate and consistent recognition for success at all levels around results for both individuals and the team.

Focus conversations on activity that is directly linked to performance goals.

Talk about results rather than schedules or random activities. Share learnings and successes with your peers. Use a

performance-focused approach to planning, and ask your employees to do the same.

Schedule Control Tips

Step back as your employees test out different options for how they do work.

Step out of the way as employees optimize their own work patterns based on the needs of the business and activities outside of work.

Personal and Family Support Tips

Avoid creating new policies and guidelines that lock workers into fixed processes, rules or schedules that do not allow them to use common sense to manage work and personal pursuits. This practice will give them the personal and family support

they need to live healthy and productive lives.

Be realistic about what your employees should resolve and what you should take responsibility for.