Archive for the ‘manager’s minute’ Category
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Wednesday, January 19th, 2011
 Sometimes the simplest questions are the hardest to answer. Have you ever taken a walk with a five year old? Logic indicates that simple questions should be easy to answer but that’s not often the case. Simple questions are often difficult to answer because they force us to think or, worse, they force us to self-assess.
As you know, I’m a real fan of Peter Drucker. Some years ago, Mr. Drucker, working with colleagues in his Leader to Leader Institute developed a list of five key questions every organization should ask itself. These questions were not designed for program assessment or for individual performance review but rather as an exercise in self-assessment for any organization.
You’ll notice that the underlying purpose is to help organizational leaders assess the value they are bringing to their customers. Answering these questions will provide real insights into your organizations strengths, how you deal with change, how much you foster innovation, respond to customer needs and how adept you are at looking for future opportunities.
Self-reflection is sometimes painful but always beneficial if taken seriously. So with the intent of helping our organizations get better at what we do, lets take a quick look at the five important questions Mr. Drucker and his colleagues asked.
Question #1 What’s Our Mission?
Mission describes you organization’s reason for existence, not what you make or what service you provide. Mission is about why you do what you do. The Disney corporation’s mission is to “Make People Happy. Notice it doesn’t say anything about theme parks, movies or music. Mission describes what your organization will be remembered for.
So, what’s your company’s mission?
Question #2 Who is our customer?
Whether you call recipient of your product or services a customer or client, the bigger question is who must be satisfied with for my company to achieve desired results? It’s also important to remember your primary customer is not your only customer. There are always residual customers out there who can benefit from what you do. Also, customers are never static. Their faces and needs are always changing. And, you probably have customers you need to abandon.
So, who are your customers?
Question #3 What does our customer value?
This may be the most important question of all and yet is probably the least often asked. Too often we assume we know what our customers value instead of, oh I don’t know, asking them! When was the last time you contacted your customers to find out what they valued, instead of what you wanted to sell them? You might be surprised by the answers.
So, what does your customer value in their relationship with you?
Question #4 What are our results?
Let me cut to the chase here to say profits cannot be your only means for measuring results. The fact is the bottom line is only one indicator of results; it’s not the only factor. Progress on achievement needs to be weighed in both qualitative and quantitative terms. Qualitative results are measurable. They have depth and breadth and usually provide rich data Quantitative results are intangible, they often describe standards, expectations or how lives are touched by the products or services you provide.
What are your results? Are they the results you really want?
Question #5 What is our plan?
This self-assessment process should lead to a plan that outlines your organization’s purpose and future direction. The plan will include a vision and a mission statement. It will describe strategies, measurable objectives and action items that must be accomplished in order to fulfill the organization’s purpose.
The right questions lead to the answers needed to develop a focused and relevant performance plan for any organization in any sector of the economy. Remember, failing to plan is planning to fail. A good plan starts by asking the right questions.
Tags: assess, customer, leaders, management, mission, plan, process, questions, results, value
Posted in 2011, manager's minute | 1 Comment »
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Tuesday, November 30th, 2010
 The most popular definition for management is “Getting things done through people.” While I personally take issue with this description as the primary role of management, it’s certainly a significant part of the manager’s job.
I’d argue the primary role of the manager is to contribute to the success of the enterprise. Managers make this contribution in a number of different ways. They organize work, they set objectives, they measure, they motivate, they communicate and they develop people, including themselves.
In the process of doing all of these things, managers can also inhibit the growth of the enterprise. Here are ten common management mistakes that stifle company growth and employee development.
1. Spreading the workload too thin – forcing one person to do the jobs of two or more people, resulting in long workdays and taking work home.
2. Not supplying sufficient administrative help or clerical support, forcing managers to use their time copying, stapling, collating, filing and performing other clerical duties.
3. Being too slow to raise salaries/wages. These are tough times but…
4. Not allowing the rank and file to offer input on operational decisions that will affect their areas of responsibility.
5. Constantly changing direction. Employees want stability in the workplace. Changing for the sake of change creates instability.
6. Not taking the time to clarify organizational strategies and objectives.
7. Showing favoritism, especially when it comes to training or promotions.
8. Relocation. Generally speaking, employees consider their cubicle or work area their home away from home. Give thought and seek input before moving work areas.
9. Promoting someone who lacks training and/or the necessary experience to supervise or manage. This is the fast track to losing employee respect.
10. Creating silos – encouraging departments to compete against each other while at the same time preaching teamwork and cooperation.
Any one of these ten management mistakes can, and often does, result in employee turnover. Interestingly, any of the ten can be prevented through improved management practices. People skills are critical to effective management.
Tags: administrative, business, departments, employee, growth, management, manager, motivate, organization, relocate, success, teamwork, workload
Posted in 2010, manager's minute | 1 Comment »
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Thursday, October 7th, 2010
 Getting the right things done is the mark of effective managers. As we’ve discussed on many occasions, it’s not the quantity of work one accomplishes in the course of a day but rather the quality of the work that determines value and real productivity. In order to make sure our focus is on achievement and not activity, we have to understand the pure value of time.
We can obtain quantities of every other resource except time. Time is our most limiting resource, so time management is foundational to getting the right things done. Getting the most important things done in those precious hours and minutes we’ve been given is the key to valued performance and real productivity.
Because our time is so valuable, it only makes sense to maximize the time we have each day. We do so by focusing on those vital few things that make the greatest contribution to the success of the organizations we work for. Getting things done through people is the common definition of the manager’s role. I would argue the primary role of the manager is to make those important few contributions that help move our organizations forward.
Toward that end, it’s critically important to identify what those critical contributions are. Let’s do a little reflective thinking for a moment and try to determine what we need to focus time, attention and resources on – in order to contribute to organizational success and achievement.
1. What am I getting paid to do?
2. What should I be paid to do, if I’m being paid for getting the right things done in my position?
3. Am I doing things I shouldn’t be doing?
It’s question number three I want to focus on right now. Knowing what not to do is at least as important as knowing what to do, if we want to maximize performance and productivity. Creating a “Stop Doing List” is one of the most effective ways we can narrow our focus and zero in on those few things that move our performance and our organization forward.
Create Your Stop Doing List
In an effort to eliminate or reduce those activities that do not contribute to your effectiveness, identify three things you could stop doing – right now – that would enable you to focus on those things that really matter.
Notice I said “…things you could stop doing.” Creating a “Stop Doing List” doesn’t necessarily mean the task or project won’t get done; it just means you won’t be responsible for making it happen. Warning! We often find ourselves doing things – just because we always have – things that really have no meaningful effect on performance, productivity and results. We do them because we’ve always done them. That’s a bad plan!
Set yourself apart from the crowd by clarifying your most important tasks and eliminating those things from your schedule that rob you of your most precious resource – time. Create a “Stop Doing List” and keep it in front of you all the time.
Tags: achievement, done, effective, managers, projects, schedule, time
Posted in 2010, manager's minute | No Comments »
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Tuesday, September 21st, 2010
 As managers, one of the primary roles we fill is to be a problem solver. Whether it’s a challenge we’re facing on our own, or more a problem our team is challenged with, we often find ourselves problem solving.
While there are a number of ways to problem solve, one of the most practical methods I’ve found is to use the “5 Whys” technique. I like this method because it’s a great way to cut to the chase, identify the root cause of the problem, and not waste time dealing with symptoms.
Made popular by Toyota more than three decades ago, the “5 Whys” strategy was used by its production teams to problem solve. Once a problem was identified, the manager would gather the production team together and ask the simple question “Why?” Predictably, the first “why” prompted another “why,” and so on, until they were able to zero in on the root cause of the problem. As you can see, this methodology is easy to learn and easy to apply, so from a management standpoint, it’s a very useful tool.
Begin with the end in mind
This is wise advice, popularized by Stephen Covey in “The 7 Habits of Highly Effective People,” but in fact was used by good managers long before that. Starting with the desired result, and working backward to determine the root cause, will work in almost every circumstance.
Here’s an example of how to use this effective problem solving technique:
1. Why is our client unhappy? Because we didn’t deliver his widgets when we said we would.
2. Why were we unable to meet the agreed-upon schedule for delivery? Production took much longer than we thought it would.
3. Why did it take so much longer? Because this particular widget was more complex than others we’ve made for them.
4. Why did we underestimate the complexity of the job? Because we made a quick estimate based on previous orders, and failed to identify the individual stages needed to complete this particular project.
5. Why didn’t we fully understand the scope of the project? Because we were running behind on other projects. We clearly need to review our time estimation and specification procedures.
The “5 Whys” methodology is a simple but powerful tool for determining the root cause of almost any problem. Like everything else though, it does have its limitations. The “5 Whys” technique is best used in situations requiring an intuitive response. Technical problems, for example, might require a more sophisticated technique.
Tags: business, challenge, effective, management, manager, problem, problem solver, solution, solver
Posted in 2010, manager's minute | No Comments »
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Tuesday, August 10th, 2010
 Conflict resolution is an important part of a manager’s job. Miscommunication can take a contentious situation to a whole new level. To improve communication and defuse conflict, use the following technique, sometimes referred to as reframing, as a time-tested method for working through difficult issues.
When conflict raises its ugly head, step back, take a deep breath and ask the following questions:
Do I fully understand the situation? Do I have all the facts or just one side of the story? Always get as many sides of a story as possible before taking action, or taking sides.
Am I sure I know what the other person is saying? Experts say that fifty percent of communication is listening. Active listening means you’re engaged in the conversation and you fully understand what’s being said.
Is the person angry at me, or simply worried, anxious or confused? We all handle stress differently. Make sure you understand the thinking behind the emotions.
Have I missed something important? Ask clarifying questions. A question like: “Help me understand what you mean by…” Clarifying who, what, when, why and how is almost always critical to making a good decision.
What’s the real issue here? Asking good questions and probing a little deeper into a situation is critical to conflict resolution. There’s always just a little more information below the surface.
How do I want to react to this situation? Not every conflict will need your direct intervention. Teaching these reframing techniques can go a long way in helping your team learn to resolve conflict themselves.
How would I want to be treated if the situation were reversed? A little empathy can go a long way. Take a little time to put yourself in the other person’s shoes. There is some ancient wisdom that goes something like: ” Do unto others as you would have others do unto you.”
By “reframing” a contentious situation, you force yourself to more effectively and constructively deal with conflict within the workplace.
Action Items:
Here are a few actions to take when you’re faced with conflict or a contentious situation:
1. Remember the value of not letting emotions control your actions.
2. Utilize the formula E + R = O which stands for Event + Response = Outcome. You may not be able to control the event, but you can control your response to the event.
3. Get the facts! Don’t let assumptions or innuendo drive your behavior.
4. Mix in a large portion of empathy when looking for a recipe to resolve conflict. Assume the concerns surrounding the conflict may be genuine.
5. Work cooperatively to resolve contentious issues. Make conflict resolution a team effort.
Tags: actions, communication, conflict, contentious, emotions, manager, reframing, resolve, response
Posted in 2010, manager's minute | No Comments »
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Thursday, June 3rd, 2010
 One of the things we all struggle with, seasoned manager or not, is determining how to use our time most effectively. The primary role of the manager is to make sure that the work he or she is doing will contribute to the success of the company.
People think they get the most work done when they’re under the pressure of a deadline. Not so. A deadline will force action, and we will finish a task – because we have to – but the chances are the outcome will not be our best work, or even the most important work we need to do.
Here’s a methodology you might consider using to determine where you focus your time and attention. It involves asking four important questions.
1. What tasks or assignments on my “To Do” list bring the highest value to me or my company?
Take a look at the one or two items which, when finished, bring the greatest rewards. Everything on our list can’t be an “A” priority. If they are – we need to talk.
2. What am I being paid to do?
It’s all too easy to get caught up in trivial matters that really don’t bring value to ourselves – or our company. Create a list of what you believe your three to five highest payoff activities are. Ask your boss to do the same. Then compare the two lists. My bet is the lists might be very different. If so, refocus.
3. What’s the one task on my list that, if done effectively, will have the highest payoff?
Hint: It’s probably something you’ve been putting off for a while. It’s important but it’s not urgent, so it ends up on the back burner. Roll up your sleeves and take on the important task or project. Break it up into small doable pieces and get after it!
4. What the best use of my time, right now?
Focus on the present. Focus on today. Don’t look back at what you should have done. Don’t look ahead at what you could do if… . Just focus on the highest payoff activity you can do today.
Tags: business, deadline, focus, manager's minute, managerial, managers, priority, success, time, value
Posted in 2010, manager's minute | No Comments »
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Thursday, May 6th, 2010
 This article is for those of you who have been recently promoted to manager or maybe have been managing for a while but have become a bit stale. It serves as a reminder that good management doesn’t just happen. Good managers develop certain skill sets that enable them to help make their respective companies a success. It also serves as a reminder that sometimes knowing what not to do is as important as knowing what is.
Here’s a short list of mistakes managers can make that will derail their efforts to move their organizations forward.
Mistake #1: Not getting the right people involved in decisions
In my opinion, this is the number one mistake managers make. Those of us who’ve been around management for a while know that the best decisions are made with the input of those folks actually doing the job. They know what works and what doesn’t. Get their opinion on operational decisions before moving forward. You may save a lot of time and money.
Mistake #2: Not creating a stable work environment
We live in a chaotic world, a time of tremendous change on almost every front. One of the smartest things you can do as a manager is to create a stable work environment. Don’t constantly change direction. Develop a plan for getting from where you are now to where you want to be, and stay with the plan. Make necessary course adjustments but don’t create a new plan every time you have a new idea, or jump into a new management fad.
Mistake #3: Not taking time to explain “why”
The days of “just do it because I told you to” are over. Two of the four generations in the workplace today were raised in the Information Age and have a burning desire to know why. It takes very little effort to give some background or context to a particular decision and will go a long way in gaining the support needed for successful completion of a project.
Mistake #4: Ignoring the value of training
Just because employees are a great workers, show up every day – on time, and have great attitudes, doesn’t mean they’ll be successful managers. It just means they’re good people! Add to their value by training to the position they are now in. Also require that they, in turn, pass that training along to the people they’re are working with. Create a culture of training and reward those who respond.
Mistake #5: Not having or utilizing clerical support
Managers need to focus time and attention on management. The primary role of a manager is to move important projects forward – not to spend a significant part of the day copying and collating. Good managers make very expensive copy machine operators.
Mistake #6: Underestimating the importance of work areas
Work areas are important to people. The more comfortable and aesthetically pleasing an employee’s work area can be, the more productive that person will be. Providing staff with clean, comfortable work areas only increases performance and productivity.
Mistake #7: Not promoting teamwork, collaboration and cooperation
Ken Blanchard, author of the business classic, The One Minute Manager, often reminds his audiences that: “None of us is as smart as all of us.” Pitting one work group against another is a recipe for failure. Successful companies understand the value of collaboration and, in fact, insist upon it.
Tags: business, clerical, decisions, effective, manager, managers, support, team, training, work environment
Posted in 2010, manager's minute | No Comments »
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Thursday, April 15th, 2010
When an archer misses the mark, it’s not the fault of the target. When the meatloaf didn’t quite turn out as expected, it’s probably not the fault of the recipe. Do you sense a common denominator here?
Being good at anything is often a combination of raw talent and skill development. A skilled archer could be handed a very average bow and still hit the center of the target. Likewise, a simple recipe and ordinary ingredients in the hands of a master chef would result in a delightful meal. But here’s the reality, the success enjoyed by both the archer and the chef were achieved by combining innate talent with training and development. The same is true for good managers.
Extraordinary managers often get extraordinary results from very ordinary people. Not so good managers usually get very average results even with extraordinary people working for them. And lousy managers drag down everyone in the organization. They don’t get positive results even from the most talented people.
How to Make a Great Managers
1. Train and Develop Them
Professions require some type of diploma, degree or certification. Certain occupations also require licensing or testing to evaluate varying levels of knowledge or proficiency. Carpenters, plumbers, even exterminators are required to be credentialed. Not so with management, however.
The unfortunate reality is that often managers are selected by virtue of the fact that they show up for work every day. It’s an added bonus if they can see lightning and hear thunder. In way too many companies, if an employee is in the right place at the right time, and has a pulse, bam! He/she is promoted to manager.
Too many companies throw good employees into the role of manager without any training or preparation. It gets worse. If the employee happens to be technically skilled, it’s assumed he/she will be able to figure out how to effectively manage. Big mistake!
Good companies that want good managers must invest in the training and development of those who demonstrate talents for organization, communication and the ability to positively influence their peers. Being reliable is obviously important, but there’s a lot more to consider when an organization decides to promote someone to management. Managers are the backbone of every organization. A good company with bad management doesn’t last long. If it’s able to survive in spite its poor management, it isn’t very competitive and won’t be very profitable.
2. Reward Them
Ever hear the adage, “what gets rewarded gets repeated”? Good employees and good managers make mediocre companies better and good companies great. Want to know how to light up a good employee or great manager? Acknowledge their contributions to the success of the enterprise. Notice, I didn’t say throw a bunch of money at them. Study after study shows that money, in and of itself, isn’t a very good motivator.
Those same studies would show people respond very favorably to both public and private recognition for a job well done. I’m not suggesting monetary rewards aren’t important, I’m just saying money isn’t the only, nor the most important reward a company can offer.
And speaking of rewards, when it comes time to recognize outstanding performance, don’t focus on activities – focus on results. Activity and productivity are not the same thing. We all know, and often work with people who are very active, but not at all productive. Being busy does not equate to being productive.
In a recent Harvard Business Review series of articles, titled The 7 Habits of an Effective Manager, the point is made that just 10% of managers move their companies forward. Why? Because they zero in on strategic (company) goals and see them through to completion.
What about the other 90%? They’re focused on activities that have little or no connection with the strategic initiatives of their company. They focus on short-term tasks, live in crisis management mode and take on too much work from their subordinates.
So What? Who Cares?
Good managers become great managers through training and development. Great leaders realize how important the management function is to their respective enterprise and recognize the value of developing managerial talents. Great leaders also regularly recognize the contributions great managers make toward the success of their company.
Tags: development, employees, managers, professions, recognize, skill, train, training, value
Posted in 2010, manager's minute | No Comments »
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Wednesday, March 10th, 2010
 Our theme this month is getting things done through people. While that’s not my favorite definition of management, working with people is clearly one of the most important responsibilities of any manager – in any organization.
And, one of the primary responsibilities of every manager is to motivate people. We could have an interesting discussion about the merits of motivation but, the reality is, motivation is a primary responsibility of management.
That being said, how to motivate our people is an equally interesting discussion. The fact is, different people are motivated in different ways. One size doesn’t fit all.
Different Strokes for Different Folks
Different personality types respond to motivation differently. Some want public praise, some want private encouragement, some want their contributions and creativity recognized. Here’s the breakdown.
Pick Me – I’ll Do It!
We all have them. That rare breed of employee who’s the first to show up, the last to leave and, more often than not, is walking around with a hand in the air, volunteering for everything. These folks thrive on competition and they really want to win. They like to lead and they like to hear praise for their efforts.
The most effective way to motivate the assertive, high activity, high-energy individual is with high-profile projects and public recognition.
Steady Eddie
This personality type is the backbone of every organization. They show up every day, go about their work in a very systematic fashion, prefer the routine and seek organizational stability.
Steady Eddies are motivated by sincere, private praise. They don’t like the spotlight and are not motivated by having attention drawn to them.
The Creative
These employees march to a little different tune than their peers. They love to create new ways of doing things and are not afraid to change the status quo.
Motivate the creative by assigning them to high quality work requiring a creative flair. They need interesting work assignments to stay motivated and you need to keep their innovative, creative minds stimulated.
Remember, one of the tenets of good management is to play to our people’s strengths instead of trying to shore up weaknesses. In that same vein, motivation works best when it’s tailored to personality. Different folks do require different strokes.
Tags: manager, motivate, motivated, motivation, personality, responsibilities, responsibility, strength, strengths
Posted in 2010, manager's minute | No Comments »
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Wednesday, February 24th, 2010
 Getting things done through people is the classic definition of management. While I would argue with that definition, working with people is clearly one of the most important responsibilities of any manager – in any organization. Peter Drucker identifies the primary responsibilities of management as: setting objectives, organizing, motivating and communicating, measuring, and lastly, developing people.
Based on this list of responsibilities, a significant percent of your job as a manager is the development of people. Managers are in the people development business.
People Management 101 – Mistakes Happen
I believe most of the people you work with really want to do a good job. They want to be as successful in doing what they do as much as you want to be successful as a good manager. But what happens when mistakes occur? What’s your response to a subordinate’s mistake or failure?
The issue isn’t will mistakes happen and will failures occur, the issue is how will you handle those mistakes or failures when they do occur.
Here are a few suggestions on how to correct mistakes without demotivating your people or demoralizing your staff.
“Just the Facts, Ma’am”
Before you meet with an employee, take the time and determine what exactly happened. Keep assumptions to a minimum. Bad things happen in spite of good intentions. Get the facts before jumping to conclusions. This way you’ll help maintain the employee’s self-esteem and set the stage for constructive criticism.
Treat the mistake/failure as an event
If at all possible, don’t make the failure personal. Start the corrective conversation with something positive. Put the employee at ease by letting him/her know you realize mistakes happen. Show your appreciation for what the employee does for the company. Focus on the problem, not on the person.
Don’t Jump to Conclusions
There’s nothing more frustrating than trying to explain something to a person who’s already made a decision about what has happened. Here’s a good approach to take: instead of asking “why” questions, ask the person to help you understand the thinking that led to the problem.
Focus on the Problem, not the Person
Focus on the behavior that led to the problem at hand. Avoid terms like “you were wrong!” Instead, approach the issue from the standpoint of asking how a better decision could be made the next time the employee is faced with these or similar circumstances.
Encourage and Restore
Take the approach that great lessons can be learned from mistakes. Good judgment often comes from bad experiences. We can tolerate the occasional mistake and failure. What we can’t allow is the same mistake being made over and over again. Your objective is to teach the employee to take a negative event and turn it into an opportunity for learning.
Tags: business, employee, employer, improvement, management, manager, managers, results, solution, solve, starategies, success
Posted in 2010, manager's minute | No Comments »
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