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Tuesday, September 13th, 2011
 Getting the right things done is the key indicator for being effective. 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 essential to identify what our most important 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 personal or organizational success.
1. What tasks, activities or projects contribute most significantly to the bottom line?
2. Am I carving out time – every day – to work on bottom-line activities?
3. What’s keeping me from doing those things I should be doing? In other words, what should I stop doing that’s keeping me from my most important projects?
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 eliminate or minimize 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. More importantly, share your “Stop Doing List” with the people who rely most heavily on you for success and achievement. Enlist their support in helping you stay focused and on track with your real priorities.
A word of warning, though; choose these people carefully, for not everyone really wants you to succeed. Choose your success partners carefully.
Tags: achievement, manager, productivity, quality, results, value of time
Posted in 2011 | No Comments »
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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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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, 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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Tuesday, March 23rd, 2010
 Are leadership and management the same thing? Are leaders managers? Are managers supposed to be leaders?
In the course of conducting my business of helping individuals and organizations improve performance and productivity, I find lots of confusion regarding the difference between management and leadership. It’s not just my clients or workshop attendees who are confused. If you walk into your favorite bookstore and ask for a book on leadership, they’ll probably send you to the management shelves.
Dr. Warren Bennis, in his classic book, “On Becoming a Leader,” draws some interesting comparisons between the roles of managers and leaders. He’s not comparing the value of either; his point is simply that their respective roles are different.
Here a few of the contrasts:
| Managers Administer |
Leaders Innovate |
| Managers Focus on Systems and Structures |
Leaders Focus on People |
| Managers Maintain |
Leaders Develop |
| Managers Ask “How & When?” |
Leaders Ask “What & Why?” |
| Managers Initiate |
Leaders Originate |
| Managers Watch the Bottom Line |
Leaders Watch the Horizon |
| Managers Accept the Status Quo |
Leaders Challenge the Status Quo |
The contrasts are clear. Managers and leaders have different roles and they do different things. Each contributes to the organization’s success in unique and interesting ways. Leaders want managers to manage and (smart) managers want leaders to lead.
But, you’re asking; “Isn’t there some overlap between the two?” The answer is …sometimes. Some managers are leaders and some leaders have the ability to manage, but not always.
The important thing is to understand the difference. Leaders cast the vision for what needs to get done and inspire followers to help them bring that vision to reality. Managers organize the work and measure the results.
Each role is critical to an organization’s success and every organization needs great leaders and great managers. If leadership and management work together to fulfill their respective roles, everybody wins. The organization stays competitive because its leaders are forward thinking. The organization is both efficient and effective because of good management systems.
The leadership – management partnership make for a very powerful team.
Tags: business, followers, inspire, leader, leadership, management, manager, role, success, vision
Posted in 2010 | 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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Wednesday, February 10th, 2010
Some managers are good and others aren’t so good; that’s just a fact of life. There are several reasons why some managers achieve extraordinary results, while others just seem to eke by. Unfortunately, the emphasis we place on the training and development of skilled craftsmen and well-paid professionals is often not applied in the field of management.
I’d like to share some thoughts on why there aren’t more good managers out there and what could be done to change that trend.
Reasons For Management Failure
1. Lack of Training
In many occupations and in all professions, some type of training and/or certification is required in order for competency to be established or recognized. Beyond the training, some type of testing is usually required to demonstrate proficiency. Not so for managers – in 98 percent of corporate America. More often than not, a manager is selected based on tenure, not on proficiency.
2. Lack of Mentoring/Coaching
Once a manager is selected, he or she is almost never mentored. The selection is made and corporate fingers are crossed, hoping the new manager will be better than the last one. No one comes alongside the new manager to provide a vision or a plan. No one closely monitors the new manager’s activity and provides constructive feedback. Nope, the new manager is thrown to the wolves with such sage advice as “just figure it out.” Sadly, most folks never do.
3. Poor Role Model
Most learning for new managers is caught instead of taught. Before being promoted, we get an up-close and personal example of what managers do and how they act in our respective organizations. If we work for an exceptional manager, we’ll probably turn out to be a good manager as well. If we don’t, and this is most often the case, we get a skewed perspective of what managers do.
4. Focus on Personal Performance
If you had the opportunity to look at the typical manager’s performance evaluation, you would see, more often than not, he or she was praised for projects completed and problems solved. You’d be hard pressed to see praise for developing subordinates. Therein lies part of the problem: most managers are praised for individual behavior, not team development.
5. Management Is Hard
Those who think management is easy or that managers don’t do anything have probably never managed, or, if they have, they didn’t do it right. Getting things done through people requires a number of skills and a great deal of perseverance. Management is not for the faint of heart and it’s nor for the lazy.
Action Item(s):
Here are five suggestions on how management could be improved at the individual or corporate level.
1. Take Advantage of Training
If you’re a new manager, take advantage of any and all management development training provided by your company.
2. Take Personal Responsibility
Good managers take personal responsibility for their own training and development. Don’t wait for someone else to do it for you; you may be waiting a long time.
3. Find A Mentor
If you don’t have a mentor – find one. Look for a positive role model, someone with a lot of management experience and ask that person to mentor you. He or she will be honored and probably more than willing to work with you.
4. Assess Your Commitment To Management Development
If you’re an executive, consider the points I’ve made in this eCARD and assess your individual and your organizational commitment to management development. If the commitment to management development isn’t there, take the necessary steps to make it happen. The future well-being of your organization depends on it.
Tags: assess, coaching, management, management development, manager, manager's minute, managerial, managers, mentor, objectives, organize, responsibilities, responsibility, results, role, training
Posted in 2010, manager's minute, Uncategorized | No Comments »
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Tuesday, January 26th, 2010
“Back by popular request.” You’ve heard that phrase before, right? A number of my clients and folks in my their organizations have asked me to start sending the Manager’s Minute eCARD on a regular basis. So, I’m officially reintroducing a biweekly eCARD focused on management.
As a reminder, the focus of Manager’s Minute will be helping you, and possibly your colleagues, improve managerial skills. In this edition, for example, I’ll share the five primary roles and responsibilities of the manager. These five roles apply to any managerial position, regardless of the organization. Whether you manage a police department or a pickle factory, the roles of the manager are the same.
The Five Responsibilities of Every Manager
Peter Drucker, my all-time favorite manager and thinker, says there are five fundamental roles for every manager, regardless of organization – in either the public or private sector. Those five roles are to set objectives, organize, motivate and communicate, measure and, lastly, develop people, including themselves. Let’s examine each role.
Managers Set Objectives
Why? Because what gets measured gets done. The manager’s role is to “get it done” and to “get it done on time.” Without clear, specific objectives, one has no way of measuring progress. Action item: Set a specific, measurable objective for each project or activity you’re responsible for.
Managers Organize
They assess the work to be done, then set about classifying the work, dividing it into manageable activities and further dividing activities into specific jobs. Managers must also make sure they’ve chosen the right person for the specific task at hand. Action Item: Create a daily activities list containing jobs to be done, the desired outcome of each job or project, and who will be doing the work.
Managers Motivate and Communicate
Managers make a team out of those responsible for various jobs. The glue that holds the team together is clear, effective communication. Motivation is an important part of the communication process. As Zig Zigler says: “Motivating is like bathing; the results don’t last long so you need to do it every day!” Action item: Communicate daily with those who work for you and let them know they’re valued and appreciated.
Managers Measure (Against Results)
Similar to objectives, managers need to establish yardsticks. Drucker says: “Few factors are as important to the performance of the organization and every person in the organization.” The two issues always needing to be dealt with are (1) “How much? (2) By when?” Action item: Develop the habit of measuring the results of everything you’re paid to do.
Managers Develop People – Including Themselves
Nothing stays the same, including skills and abilities. A critical role for any manager is to keep the learning curve from leveling out, or worse, starting to decline. Teaching, training, coaching and mentoring are key initiatives for every manager. Action item: Conduct ongoing skills assessments on yourself and on those who work for you.
Discovering the roles of the manager is important, but applying each respective role to what you do is what really matters. Conduct a self-test or ask the person you work for to have a discussion with you on how well you’re performing in each of these five areas. Once your baseline is set, start strengthening your skills in each of the five roles and responsibilities.
Tags: management, manager, manager's minute, managerial, managers, objectives, organize, responsibilities, results, role
Posted in 2010 | 1 Comment »
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