best results when you manage the way your people need/want to be managed
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BE A BETTER MANAGER WITH 6 MANAGEMENT STYLES презентация
Содержание
- 1. BE A BETTER MANAGER WITH 6 MANAGEMENT STYLES
- 2. Every employee has a unique personality
- 3. Which means that they are motivated by different things
- 4. Some are introverts
- 5. Others are extroverts
- 6. Some people are born to think through problems
- 7. Others use their feelings
- 8. Whatever the case, as a manager, you
- 9. Not only that….
- 10. But those same people are also going through their own lifecycles
- 11. What motivates them now may be different from what motivated them last year
- 12. Whether the person is an introvert or
- 13. Finally, the context of work keeps changing
- 14. Sometimes the strategy is to slowly support the status quo
- 15. Other times it is all about urgent and major change
- 16. If you are a manager
- 17. Your job is to motivate
- 18. So if everyone is different
- 19. And everyone is changing over time
- 20. And the nature of work is changing too
- 21. You cannot manage with one single style
- 22. Hay / Ber propose that you should
- 23. Directive Authoritative Affiliative Participative Pace-Setting Coaching
- 24. Rosalind Cardinal summed them up nicely as follows….
- 25. 1. DIRECTIVE GOAL OF MANAGER Compliance The
- 26. 2. AUTHORITATIVE GOAL OF MANAGER Give long-term
- 27. 3. AFFILIATIVE GOAL OF MANAGER Create harmony
- 28. 4. PARTICIPATIVE GOAL OF MANAGER Build commitment
- 29. 5. PACE-SETTING GOAL OF MANAGER Accomplish tasks
- 30. 6. COACHING GOAL OF MANAGER Long-term professional
- 31. DIRECTIVE GOAL OF MANAGER Compliance The “do
- 32. I think I would add a 7th Style: Welching (a la Jack)
- 33. Sometimes an employee simply needs to be managed out
- 34. Because, for whatever reason, they’re just not
- 35. Whatever the case, your job as a maturing manager is to master all these styles
- 36. Get good at identifying which style is
- 37. And then get good at executing the
- 38. Good luck
- 39. 45 years later, I’m still working on it….
- 40. SHARE THIS DECK & FOLLOW ME (please-oh-please-oh-please-oh-please)
- 41. CLICK HERE FOR MORE!!!!
Every employee has a unique personality
Слайд 12Whether the person is an introvert or an extravert, they need
different things in life at ages 1, 6, 18, 24, 35, or 50
Слайд 251. DIRECTIVE
GOAL OF MANAGER
Compliance
The “do it the way I tell you”
manager
Closely controls employees
Motivates by threats and discipline
USE IT
When there is a crisis
When deviations are risky
AVOID IT
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
Closely controls employees
Motivates by threats and discipline
USE IT
When there is a crisis
When deviations are risky
AVOID IT
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
Слайд 262. AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
“Firm but fair” manager
Gives
clear direction
Motivates by persuasion & feedback on task performance
USE IT
Clear directions and standards needed
The leader is credible
AVOID IT
Employees are underdeveloped – they need guidance on what to do
The leader is not credible – people won’t follow your vision if they don’t believe in it
Motivates by persuasion & feedback on task performance
USE IT
Clear directions and standards needed
The leader is credible
AVOID IT
Employees are underdeveloped – they need guidance on what to do
The leader is not credible – people won’t follow your vision if they don’t believe in it
Слайд 273. AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager and
employees:
The “people first, task second” manager
Avoid conflict & emphasizes good relationships
Motivates by keeping people happy
USE IT
Used with other styles
Tasks routine, performance adequate
Counseling, helping
Managing conflict
AVOID IT
Performance is inadequate – affiliation does not emphasize performance
There are crisis situations needing direction
The “people first, task second” manager
Avoid conflict & emphasizes good relationships
Motivates by keeping people happy
USE IT
Used with other styles
Tasks routine, performance adequate
Counseling, helping
Managing conflict
AVOID IT
Performance is inadequate – affiliation does not emphasize performance
There are crisis situations needing direction
Слайд 284. PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
The “everyone has input” manager
Encourages
employee input in decisions
Motivates by rewarding team effort
USE IT
Employees working together
Staff have experience and credibility
Steady working environment
AVOID IT
Employees must be coordinated
There is a crisis – no time for meetings
There is a lack of competency - close supervision required
Motivates by rewarding team effort
USE IT
Employees working together
Staff have experience and credibility
Steady working environment
AVOID IT
Employees must be coordinated
There is a crisis – no time for meetings
There is a lack of competency - close supervision required
Слайд 295. PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
The “do it
myself” manager
Performs many tasks personally and expects employees to follow his/her example
Motivates by setting high standards and expects self-direction from employees
USE IT
People are highly motivated, competent
Little direction/coordination required
When managing experts
AVOID IT
When workload requires assistance from others
When development, coaching & coordination required
Performs many tasks personally and expects employees to follow his/her example
Motivates by setting high standards and expects self-direction from employees
USE IT
People are highly motivated, competent
Little direction/coordination required
When managing experts
AVOID IT
When workload requires assistance from others
When development, coaching & coordination required
Слайд 306. COACHING
GOAL OF MANAGER
Long-term professional development of employees:
The “developmental” manager
Helps and
encourages employees to develop their strengths and improve their performance
Motivates by providing opportunities for professional development
USE IT
Skill needs to be developed
Employees are motivated and wanting development
AVOID IT
The leader lacks expertise
When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer
In a crisis
Motivates by providing opportunities for professional development
USE IT
Skill needs to be developed
Employees are motivated and wanting development
AVOID IT
The leader lacks expertise
When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer
In a crisis
Слайд 31DIRECTIVE
GOAL OF MANAGER
Compliance
The “do it the way I tell you” manager
Closely
controls employees
Motivates by threats and discipline
USE IT
When there is a crisis
When deviations are risky
AVOID IT
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
Motivates by threats and discipline
USE IT
When there is a crisis
When deviations are risky
AVOID IT
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
“Firm but fair” manager
Gives clear direction
Motivates by persuasion & feedback on task performance
USE IT
Clear directions and standards needed
The leader is credible
AVOID IT
Employees are underdeveloped – they need guidance on what to do
The leader is not credible – people won’t follow your vision if they don’t believe in it
AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager and employees:
The “people first, task second” manager
Avoid conflict & emphasizes good relationships
Motivates by keeping people happy
USE IT
Used with other styles
Tasks routine, performance adequate
Counseling, helping
Managing conflict
AVOID IT
Performance is inadequate – affiliation does not emphasize performance
There are crisis situations needing direction
PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
The “everyone has input” manager
Encourages employee input in decisions
Motivates by rewarding team effort
USE IT
Employees working together
Staff have experience and credibility
Steady working environment
AVOID IT
Employees must be coordinated
There is a crisis – no time for meetings
There is a lack of competency - close supervision required
PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
The “do it myself” manager
Performs many tasks personally and expects employees to follow his/her example
Motivates by setting high standards and expects self-direction from employees
USE IT
People are highly motivated, competent
Little direction/coordination required
When managing experts
AVOID IT
When workload requires assistance from others
When development, coaching & coordination required
COACHING
GOAL OF MANAGER
Long-term professional development of employees:
The “developmental” manager
Helps and encourages employees to develop their strengths and improve their performance
Motivates by providing opportunities for professional development
USE IT
Skill needs to be developed
Employees are motivated and wanting development
AVOID IT
The leader lacks expertise
When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer
In a crisis
Слайд 34Because, for whatever reason, they’re just not having fun and no
amount of Jedi management is going to change that
Слайд 36Get good at identifying which style is needed for each of
your employees based on their personality, their life context, and the work context
Слайд 37And then get good at executing the right style at the
right time for each employee at the same time
Слайд 40SHARE THIS DECK & FOLLOW ME
(please-oh-please-oh-please-oh-please)
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Please note that all content & opinions expressed in this deck are my own and don’t necessarily represent the position of my current, or any previous, employers
