Can Managers be “fixed”?

Author Peter Drucker wrote extensively on the subject of management and yet he remained skeptical of management – “So much of what we call management consists of making it difficult for people to work.”

“He head-butted an employee – ‘because he was annoying’.”

“She stood over an employee for two hours until she agreed to sign an appraisal she disagreed with.”

“He kept kissing people on top of their heads.”

Just some of the submissions to a People Management survey earlier this year, looking at what HR thought of managers in their respective organizations.

Managers often get a bad reputation, somewhat driven by the type of comments highlighted above and a feeling in some quarters that managers don’t add value.

But are we being totally fair if we subscribe to this view?

In most instances a manager’s role is pretty diverse; managers are asked to communicate vision, act as a coach, mediate in disputes and assume accountability for business results - often with the background of being promoted into a managerial role having been a technical expert in their previous role, rather than necessarily having demonstrated leadership and management capability.

Is it any wonder that a number of managers then underperform.

So what can we do to help managers in the workplace?

Organizational Culture – culture and values are intrinsically linked to management behaviours, do the priorities set at the C-suite level encourage the type of behaviours you want from your managers or the opposite? There is not necessarily a right or wrong in terms of your organization’s management culture, however there should be synergy across the organization. It is also worth remembering that in tough economic times the need for “good” management is probably more important than in times of plenty.

Good management can turn organizations from good to great, help drive change and engage and empower employees.

Management Capability – consider some form of management training, ideally as people come into the job – don’t wait 20 years to enroll someone on their first management program, you wouldn’t allow a bus driver to drive a city bus without passing their driving test! At Bluegem Learning we have worked with managers from a wide range of businesses internationally to help build management capability on a range of subjects from what motivates people, performance management, coaching, how to have difficult conversations and personal resilience to name but a few. And the results ….

By using the techniques learned on one of our programs, one participant reduced absenteeism in her team by 15%, saving her organization $18,000 over 3 months.

A second participant improved production by 10% during a production run and brought the project in ahead of time and under budget after using the coaching techniques practiced on another program.

http://www.bluegem.ca/featured_programs.htm

Self Awareness – look at increasing managers self awareness of how they behave in the workplace and how they can interact even better with others. There are a range of useful tools on the market, one I particularly like is the MiRo behavioural assessment - managers gain insights into behaviour, motivations, communication and relationships, make better decisions, deal with change and personnel more effectively. So what do people say …

“Using MiRo in our team building activity has allowed us to understand ourselves, our colleagues and the dynamic that drives our team. Everyone found the results both accurate and enlightening, and together we have created strong strategies for moving forward as a high performing team.”

http://www.bluegem.ca/miro_behavioural_assessment.htm

Proper Incentives – ensure that the rewards and compensation system you have in place rewards the behaviours you want displayed by your managers and isn’t puling people in the opposite direction. People will only demonstrate particular behaviours if there is a good reason. If a Sales Manager simply receives a target-related bonus where is the incentive to focus on motivating and developing their team, however if the latter is built into their bonus package, how much more of an incentive does it become to demonstrate those behaviours?

Is Authenticity as a Leader Over Rated?

I have been reading a book entitled “Act Like a Leader, Think like a Leader” by Herminia Ibarra which has raised some interesting considerations about what “authenticity” means as a leader and also what Ibarra considers to be the new rules of management, which I’ve outlined below.

People become leaders unofficially – at one time there was a distinct moment when people became leaders, an official promotion, along with a change in job title and a new office. However now, people may find themselves in a leadership role somewhat unexpectedly. The expectations of your job change, perhaps you are asked to take responsibility for other staff working on a project with you. Somehow overnight you are now responsible for managing and developing these people, without necessarily having been prepared for this paradigm shift in responsibility.

Who is responsible for your development, you or the organization? – many people interviewed by Ibarra for her book, expressed dissatisfaction with the way in which their organizations are supporting their development and are finding their own ways to develop more effective, in some cases people found that their own managers did little to assist them during this transition. In some ways I have heard echo’s of this in my own work, recently I spoke with a group of managers in an organization who on average had waited 5+ years to get a place on their organization’s Leadership Program. Obviously the need for just in time learning is as important as ever and people can’t wait for 5 years to receive the development they need. It is little wonder therefore that people choose their own developmental path.

And finally … Is Authenticity as a Leader Over Rated – Ibarra’s point here is that authenticity in itself isn’t a bad thing, but rather that people have differing opinions as to what authenticity is. As she puts it – authenticity means being true to yourself – but it doesn’t necessarily mean having to be as you’ve always been. Overtime your values may shift, you may be influenced or be inspired by others thinking. As you move into a leadership role and interacting with others who aren’t necessarily like you, to be effective you may need to experiment with new approaches and get out of your comfort zone. As a result you may act differently than you did in the past, which doesn’t mean you’re not being true to yourself.

Check out our range of Leadership Training programs at Bluegem Learning - Leadership Programs. 

WOMEN WORK FOR FREE 1H 40M A DAY

The Chartered Institute of Personnel & Development (CIPD) in the UK have just released the details from their analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year.

The CIPD have produced the following infographic - below which explains their findings.

New regulations coming into force in 2016 will require large organizations to report how they pay men and women. 

How does your company compare here in Alberta? Is gender equality in terms a reality or not? I'd love to hear your views.

Check out our range of Leadership Training programs at Bluegem Learning - Leadership Programs

The Bluegem Approach to Leadership Development

Russell Stratton, Champion of Great Leadership at Bluegem Learning, has made it his mission to develop great Leaders in the organizations he works with. 

Bluegem is the only Calgary based Leadership Development consultancy that offers innovative, experiential programs that combine training, ongoing coaching and hands on, on the job support, at pricing that makes sense on your budget. All backed by our 60 day 100% money back guarantee.

Using Bluegem's ACE² systematic leadership development approach we can custom build a solution that guarantees results for your specific requirements.

Crash Course in Managing your Boss

At a recent workshop I was running for new Leaders a participant commented that their biggest challenge wasn't leading their team or the technical complexities of the job, but managing their own boss. So we quickly brainstormed some ideas on how to do this in a constructive way, here are our six top tips.

1. Work at it - some people adopt an a passive reactive stance to their boss. If you're not happy with the relationship take the lead and "manage upwards."
   
2. Meet expectations - establish whether your boss is hands off or hands on in relation to progress reports and then provide them with the information that matches their approach.
   
3. Be constructive - don't simply dump problems on your boss's desk, if you can't offer the solution immediately at least frame some options.
   
4. Respect their time - they will have lots of other responsibilities and calls on their time, use it wisely and don't be an energy sucker.
   
5. Feel their pain - understand what matters to them, the pressures they are under and then think of ways to help them achieve their goals.
   
6. Understand yourself - be honest about yourself, what type of relationship are you looking for from your boss, at the extremes are you overdependent of do you kick against authority.

On Becoming a Leader - Warren Bennis

Warren Bennis died this summer aged 89. As one of the leading authors of dozen of books on the subject of Leadership, one has remained with me above others - "On Becoming a Leader", his personal reflection on the preparation for being ready to lead.

Bennis asserts a number of key points in this book that resonate with me;

• Leaders are made, not born and therefore we can get better at it. There is not a magic formula.
   
• Leaders need  to take responsibility for their actions and not blame others if things go wrong. Mistakes are accepted as part of the learning process towards growth and progress.
• The point is not to become a Leader, the point is to become yourself. True Leadership comes from within , it is not a coat you wear when required.

And on the subject of why Leadership is necessary in business and the wider community, I'll leave you with a quote from Bennis himself ....

"One person can live on a desert island without leadership. Two people, if they are totally compatible, could probably get along and even progress. If there are three or more, someone has to take the lead. Otherwise, chaos erupts." 

Create a Vision and Share it

At a recent presentation to the Chamber of Commerce I talked about the need for leaders in all businesses to have a clear vision and be able to articulate it clearly to others. In an ideal world a leader may include their team in establishing the vision, but this isn’t essential, however, inspiring and engaging people with the vision is.

A vision allows your employees and your customers to know what you aspire to be, it integrates your values, keeps you moving forward and inspires you and everyone in your business. The vision conveys a larger sense of purpose so that employees see themselves building a product or providing a service that makes a real difference. A vision that inspires and engages your team can be immensely powerful.

Here’s an example of one well known company:

“Create experiences that combine the magic of software with the power of Internet services across a world of devices.”

If you didn’t recognize it this is Microsoft’s vision.

So when drafting your own vision there are several questions to get your creative juices flowing before you start:

• Why did I start this business?

• Should I leave this company, what do I want to leave behind?

• What do I really provide for my customers beyond products and services?

• If my business could be everything I dreamed, how would it be?

Remember to think big, capture your passion – people are inspired by your dreams!

How to get the most from your networking

With Fall in full swing we're back into "Networking mode". With that in mind Jane Joseph, Champion of Women Leaders at Bluegem has written the following piece entitled "How to get the most from your networking".

"With today’s digital and electronic age, the idea of face to face networking must seem a little ‘old hat’.  However, when reading through a recent edition of Pride Magazine I was reminded of how useful and influential having a good network of people can be.

It is a commonly held believe that for people to get ahead they need good mentors and networks around them.  It has, also, been suggested that one of the reasons that women find it difficult to forge into the higher echelons of business is because they do not establish these networks at the same rate and that their networks do not have the same influential status as their male counterparts.  I am not entirely sure I fully subscribe to that point of view; however, I think that mastering the art of good networking skills will always be useful.

So according to the Pride Mag here are some do and don’ts of networking…

Do

·      Be presentable and prepared.  You only have one opportunity to make a first impression and you want that impression to say exactly what you want and not leave any room for doubt.  So when getting ready make sure you are dressed and presented in a way that truly reflects the role that you have or are aspiring to.

·      Maintain warm body language. If you are not sure about the power of body language take it from me we leak messages through our body all the time.  Albert Mehrabian states that the power of communication through our bodies is far greater than the words that we use.  So keep your posture strong but your gaze and smile welcoming.  The old adage that crossing your arms means that you are unapproachable may be true when first meeting people.  If a folded arm is your position of comfort, re-adjust until people get to know you, then it will not have the same impact.

·      Be natural.  As best as you can in an unfamiliar situation, just be you.  Remind yourself that you are just as good as anyone else there.  Being authentic lets people see who you are.  It is also more likely to attract people to you.  There is nothing more off putting than someone affecting a personality that really doesn’t fit.

·      Approach groups wisely. Old-fashioned manners ‘like grandma’ would approve of will be very useful when you are trying to break into a group or become involved in a conversation.  Have a look around; two people in intense conversation may not wish to be disturbed so join a slightly larger group, where several simultaneous conversations may be occurring.  Be gentle in your approach and wait for an appropriate moment to introduce yourself.  Remember you are there to network so don’t make it all about you… you already know who you are.

·      Spread yourself.  Networking is about meeting as many people as you can, so if you have come with a friend for moral support don’t stick with that person.  Maybe have a side bet of who can meet the most people and the winner buys coffee (or a glass of red…whatever is the best and most appropriate for you). 

DON’T

·      Be afraid of CEOs.  No matter what the grade or status of an individual we are all human. If, people in authority intimidate you, give yourself the challenge of approaching them.  My suggestion would be that they are not the first person that you talk to. Try out your patter on some other less imposing folk and build up your confidence.  Remember the goal is to be remembered for the right reasons.

·      Be a time hog.  Learn the art of skilfully bringing a conversation to a close and the cues of when someone else is doing it to you.  Be prepared to move onto the next contact with grace and ease.  Keep the conversation light before moving onto business, be inquisitive and alert to how these connections can be mutually beneficial. 

·      Forget you table manners.  I know that this one might seem a little patronising but you need to think about how you will manage to have a conversation and also juggle a drink and your nibbles.  A nice tip from Pride is to not hold your cold drink in your right hand as it makes a handshake cold and a little damp.

·      Be too selective.  Don’t be seduced by the extroverts in the room.  They may be the best at putting you at ease but you may miss a great contact if you spend all of your time with those who make the most noise.

So, there you have it Pride Magazines dos and don’ts for networking with a twist from me.  I hope that you find them useful."  

The Art of Leadership – Lessons from the world of business, sport and beyond.

On September 8^th I was fortunate enough to attend the Art of Leadership Conference here in Calgary and along with several hundred other participants enjoyed a full day of thought provoking and insightful speakers from the worlds of business, sport and beyond. Rather than try and cover all of the points made I’ve picked one key point from each speaker that resonated with me to share with you.

Rudy Giuliani (former Mayor of New York)

“Relentless Preparation” – leaders aren’t made they are developed and to become a leader you need to decide what you want to do and then practice, practice, practice to become good at it. There are no short cuts, continuous personal development is a key ingredient to success.

Chris Hadfield (Astronaut)

“Honestly delegate” – agree the goal with your team and then honestly delegate responsibility to your team and let them the decision. If you’ve trained and developed your people and improved their competence there should be no fear in delegating decision making responsibility to them.

Dan Roam (Author)

“Whoever best describes the problem is the one most likely to solve it” – think outside the box and harness the power of simple pictures to help people visually process the problem. You’d be amazed at how powerful visual processing is - did you know that you can explain virtually anything using only 6 pictures.

Vince Molinaro (Author)

“Leadership is a decision and you have to make it” – are you prepared to step up and be a leader and not simply be a technician with a new title. Often people are promoted into leadership roles from a technical one and this transition requires more than a new title. Leaders are held to a higher standard and you need to be prepared for that and not make your decision lightly.

Hayley Wickenheiser (Athlete)

“Are you an energy giver, or an energy taker?” – as a leader your presence has the ability to energize your team, to motivate and inspire them. However if you are an energy taker your presence has the potential to drain your team’s energy, de-motivate and leave them directionless. Which one are you?

I hope these extracts from the Art of Leadership Conference provide you with food for thought. If you were in attendance too, what were the comments that stuck with you?