tli 242 delivering the right amount of...
TRANSCRIPT
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Written by
Bill Osborne TLI Faculty
DeliveringtheRightAmountofManagement
“Inspiring Dreams, Realizing Potential”
Peopleleavebossesnotcompanies
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Manage Yourself
WejoinCompaniesandquitbosses.
35%
33%
13%
13%
1%
5%UnhappywithManagementLimitedAdvancement
NoRecognition
InadequateSalary/BenefitsBoredom
NoSpecificReason
DeliveringtheRightAmountofManagement
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Bruce Tulgan
DeliveringtheRightAmountofManagement
"Thisonewantsmoremoney.Thatonewantsadifferentschedule.Anotherpersonwantstotradeinherresponsibilitiesforawholenewset.Thisonewantstobeincludedinhigh-levelmeetings.Thatonewantstoattendaparticulartrainingprogram.Stillanotherwantstostarttelecommuting...fromathousandmilesaway."—BruceTulgan
h#ps://www.youtube.com/watch?v=nvAcQHhCunw
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Better Work Between Boss and
Subordinate
Unfortunately,mostmanagershaveboughtthenumberonemythintheworkplace,whatIcallthe"MythofEmpowerment."‘Thewaytoempowerpeopleistoleavethemaloneandletthemmanagethemselves.’ButthekeyfactoraffecMngemployeeengagementistherelaMonshipemployeeshavewiththeirimmediatesupervisors.
DeliveringtheRightAmountofManagement
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Program Outline
Program Outline
P
DiscussionTopics
I. Under-management
II. Over-management
III. ‘RightAmountofManagement’
IV. CommentsandQuesMons
ProgramOutline
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What are you thinking? Thinkabout…
Whatyouhopetogainfromthisdiscussion?
Whatyouwanttoavoidduringthisdiscussion?
DeliveringtheRightAmountofManagement
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Are we guilty of under-
management?
Assess Your Management Style
Select the answer that best describes you.
Be honest. This is for your eyes only.
Don’t ponder too long, go with your first impression.
DeliveringtheRightAmountofManagement
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Barriers to Work Between
Boss and Subordinate
I.Under-managementCrisis
Whatchallengesareleadersandmanagersfacingintherealworldtoday?
Howcanunder-managementimpactyour
publicaCon?
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HowDidWeGetHere?
It seemed like a good idea at
the time.
Mostbossesaresohands-offtheymostlydon’tmanageunlesstheyabsolutelymust.
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Poor managers typically don’t
emphasize big-picture context,
or help employees
understand the meaning of their work. They tend
not to offer positive feedback
when it’s deserved. And
they fail to provide
constructive criticism or
coaching to help employees
improve and develop
professionally.
CostofUnder-management
Cost and Impact
USexecuMveseachwastedanaverageofanhoureverydaycleaningupaUerpoorperformers.68%ofthemistakesthatemployeesmadewerenevernoMcedbytheirmanagers.ItwascosMngU.S.companies$105billioneverysingleyeartocorrectproblemsthatbadmanagementandhiringpracMcescreated.
2004FutureFoundaMon
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Starts with You
ManagementChallenges
• MeeMnggeneraMonaldemands• ManagingorganisaMonalchanges• Maximisingwellbeing• ImprovecommunicaMonskills• Leadingthroughacrisis
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HandsOffManagers
Myth of Empowerment
“EmpoweringMangers”MayBe:• under-informedaboutthedetailsoftheirdirect-
reports'work,
• Unabletohelpdirect-reportsanCcipateandsolveproblemsbeforetheyoccur,
• unabletohelpdirect-reportsidenCfyandmeetresourceneedsinadvance,
• failingtocreateclearexpectaConsandstandards,
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HandsOffManagers
Empowering
• notinaposiMontosetambiMous,butachievable,goalsanddeadlines,
• missingrouMneopportuniMestoprovideon-the-jobtraining,
• notfairlyandaccuratelymonitorandmeasureperformance,
• notinaposiMon(anddon'tkeepsufficientdocumentaMon)toMerewardsanddetrimentstomeasurableinstancesofemployeeperformance,
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HandsOffManagers
Too Little Too Late
soU-pedalingauthorityunMltheyletloosewithoutburstsofanger,spendingmoreMmeonlowleveltasksbecausetheyfailtodelegatewell,a#racMngandhiringmoremediocreandlowperformers,andpushingawayhighperformers.
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II.HandsonManagement
Heavy Hands- On
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https://hbr.org/resources/
images/article_assets/
2016/09/sept16-05-hbr-juan-diaz-faes-
managing-people-850x478.j
pg More people are working in big, bureaucratic organizations.
Bureaucracy creates a significant drag on productivity and organizational resilience and innovation.
The cost of excess bureaucracy in the U.S. economy amounts to more than $3 trillion in lost economic output, or about 17% of GDP.
Gary Hamel and Michele Zanni
ExcessManagementIsCosCngtheU.S.$3TrillionPerYear
Harvard Business Review
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Micromanagement is an example of poor management where the manager over-manages people unnecessarily. The micromanager monitors and assesses every step. The effect, however, may be to de-motivate employees and create resentment.
- en.wikipedia.org
OverManagement
Micromanagement
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• You’re never quite satisfied with deliverables.
• You often feel frustrated because you would’ve gone about the task differently.
• You laser in on the details and take great pride and /or pain in making corrections.
• You constantly want to know where all your team members are and what they’re working on.
• You ask for frequent updates on where things stand.
SignsofExcessManagement
Hands-on Results
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III.‘RightAmountofManagement’
Moving Forward
Asyouknow,it’snotassimpleas;don’tover
orundermanageyourstaff.
It’scomplexandsituaMonal.
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StartwithGeneraCons
4+ Generations MembersofeachgeneraMonsharespecialsignposts:
collecMveexperiencesthatinfluenceourexpectaMons,acMons,andmind-sets.Theyalsomoldourideasaboutcompanyloyalty,workethic,andthedefiniMonofajobwelldone.
GeneraMons,Inc.MeaganandLarryJohnson2010
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ManagingGeneraCons
Focus on Behavior
MannyRodriguez2015
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ManagingGeneraCons
Focus on Behavior
MannyRodriguez2015
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ManagingGeneraCons
Suggestions
1) FocusongoalsandsetclearexpectaMons.
2) MentoringandInclusion.
3) BreakthebondsoftradiMon.
4) Showemployeesthefuture.
5) Encouragebalance.MannyRodriguez2015
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Under-management-Millennials
Specific Recommendat
ions
Fairness:Youdon’tneedtotreateverybodythesame,justbefair.NiceGuy:Real"niceguy"managersdowhatittakestohelpemployeessucceedsothoseemployeescandelivergreatserviceforcustomersandearnmorerewardsforthemselves.DifficultConversaCon:BeingaweakmanagermakestheseconfrontaMonsinevitable,whereasbeingastrongmanagermeanstheseconfrontaMonsrarelyoccur,andwhentheydohappentheyarenotsopainfulaUerall.
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Under-management-Millennials
Specific Recommendat
ions
RedTape:Focusingonthemanyfactorsthatarewithinyourcontrolisthewaytomakeyourselfstronger.Time:SinceyourMmeissolimited,youdefinitelydon'thaveMmetodealwithallthethingsthatgowrongwhenyoudonotspendenoughMmeup-frontmanagingpeople.
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ImportantSkills–AllGeneraCons
Start with You
• Effec>vedelega>on:bestpossibleresultsbyassigningtherighttaskstotherightpeopleintherightway.
• Mentoringandbeingmentored:developyourskills;andcontributetodevelopingtheteam.
• Authen>cleadership:–understandingthestrengthsandneedsoftheirteammembers;andhelpingthemtoactwithintegrity
Me#eJohansson2016
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ImportantSkills-Feedback
Start with You
• RadicalCandor:keepteammembersmoMvatedandengaged;andensuresanyperformancecorrecMonsaremade. GaryHamelandMicheleZanni
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Ultimately, the under-management epidemic is costing organizations greatly in productivity and quality. Lots of money is being left on the table every day because too many managers are not marshalling the time, the guts, and the skill to take charge and provide the day to day leadership necessary to drive performance and meet employees' needs. So, what are you going to do about it?
IV.CommentsandQuesCons
What Are You Thinking?
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Written by
Bill Osborne TLI Faculty
DeliveringtheRightAmountofManagement
“Inspiring Dreams, Realizing Potential”
Peopleleavebossesnotcompanies
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Start with You
ManagementChallenges• MeeCnggeneraConaldemands• Tailoringdifferentmanagementstylestoneedsof4disMnct
generaMons.• ManagingorganisaConalchanges• RestructuringandredundancyisadifficultandstressfulMmeforall
concernedwithemployeesoUenfacedwithnewandchallengingtasks.
• Maximisingwellbeing• Today’smanagersareexpectedtonurtureandtrainstaffandbring
outthebestinallemployeesandtheyoUenneedtoacquiretheseextraskillstobeabletodoso.
• ImprovecommunicaConskills• Intoday’scompeMMvelandscape,workplaceconflictis
unfortunatelyinevitableasthepressureofgeqngthejobdonecancreatetensionbetweenco-workersandmanagement.
• Leadingthroughacrisis• EffecMvecrisismanagementcanbevitalintoday’sbusiness
environment;acompany’sreputaMoncandependonit.•
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Over-management?
Better Work Between Boss and
Subordinate
Commitment–theemployee’slevelofconfidenceintheirabilityandtheirmoMvaMon
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II.HowDidWeGetHere?
Better Work Between Boss and
Subordinate
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‘RightAmountofManagement’
Better Work Between Boss and
Subordinate
Encouragemanagersto:• takestockoftheirteammembers,and
• aligntheemployees’skillstotheneedsofthesituaMonandthelevelofcompetenceandcommitmentoftheemployee.
: