Читать книгу The Effective Manager - Horstman Mark - Страница 6

[Author's Note: If you don't want to learn the fundamental principles that underlie my recommendations, and you think you're ready to dive right in to what to do and how to do it, you can skip this chapter and the next one, and go directly to Chapter 4, “Know Your People – One On Ones.” I don't recommend it, but if you're impatient to get going, go.]

When my Manager Tools cofounder Mike Auzenne and I started our management careers, we had been taught very little about managing others. We struggled to learn what to do and how to do it, probably just the way you have struggled, and are doing so now. We didn't know that there are basically four things that great managers do a lot better than average and poor managers do. Once we understood these four things, we decided to start Manager Tools so that managers wouldn't have to learn the hard way, as we did.

The four critical behaviors that an effective manager engages in to produce results and retain team members are the following:

1. Get to Know Your People.

2. Communicate about Performance.

3. Ask for More.

4. Push Work Down.

Managers who get results and keep their people almost always do these four things much better than other managers do. (I say, “almost always” because there are exceptions. If you're incredibly smart – on the level of a Bill Gates, Andy Bechtolsheim, Warren Buffett, or Mike Morrisroe – you can probably get by just being smarter than everyone else. But, hey, you're probably not that smart. Mike and I sure aren't.)

The First Critical Behavior: Get to Know Your People

All of our data over the years show that the single most important (and efficient) thing that you can do as a manager to improve your performance and increase retention is to spend time getting to know the strengths and weaknesses of your direct reports. Managers who know how to get the most out of each individual member of the team achieve noticeably better results than managers who don't. The most efficient way to get to know your team is to spend time regularly communicating with them.

Despite the fact that your primary responsibility is getting results, the most important thing you can do isn't strategizing, task assignment, resource planning, or priority analysis. It's getting to know the people who have the skills and who are going to get the work done.

For the record, a manager can increase performance in the short term very effectively by using the power of his or her role as manager and threatening – and expecting – compliance. But if retention is thrown in as a required goal, that technique quickly sours.

Our data over the years suggest that, generally, a manager who knows his or her team members one standard deviation better than the average manager produces results that are two standard deviations better than the average manager's results.

Why is this, do you think? Think about your own relationship with your manager for a second. Do you want your boss to “treat you like everyone else”? Then, maybe you don't need to learn about your directs. However, I would guess that's not what you want. If you're a top performer, how would it feel to know that you were being managed just like your boss's weakest team member? If you were a weak performer, would you want the extra assignments that the top performer received on top of normal duties? Probably not.

Every person on the earth expects and deserves to be treated as an individual. Sadly, what most of us as managers do (I know I did early in my career) is manage others the way we would like to be managed. This is sort of the Golden Rule of nonexperienced managers. You do to your directs what would make sense if you were one of those directs.

The problem with this type of managing is that it only works (a little bit) with people a lot like you. Perhaps you're now a software development manager managing other developers. There's a pretty good chance that a good portion of your team is a lot like you. If you used to be a sales rep and are now a sales manager managing other sales reps, there's a lesser chance, but still a good one, that some members of your team are a lot like you. The problem with this is that it only works at the lowest levels and only for a little while. If you aspire to more, your Golden Rule is going to fail you.

People and their behaviors are what deliver results to your organization. (Not systems, not processes, not computers, not machines.) Results are your primary responsibility. We are all unique – every one of us. What makes any of us as managers think that one size could ever fit all? It might be easier, but it's not more effective. And, if you're worried that it takes a lot of work to be a good manager, this book will show you that it really doesn't.

If you're working for a boss who's different from you – he's outwardly passionate, and you're reserved and thoughtful, or she's smart and analytical, and you're a “people” person – your chances of success are diminished.

If you're going to manage people who are different from us – and you are, as team sizes continue to grow to save costs – we're going to have to learn to manage people who aren't like you. That means being willing to adjust depending on the person you're managing (just like you want your boss to do with you).

At this point, if you're like a good percentage of the hundreds of thousands of managers we've trained over the years, you're probably thinking one of two things:

1. I think I know my people very well, actually.

2. No need – I talk to my people all the time!

Let's take each of these ideas in turn. First, “I know my people very well.” Perhaps you do, but the vast majority of managers who claim to really don't. I'd guess you think you do, but I would bet that you don't.

Here's a thought experiment to judge your own knowledge of your team members. First, what's more important to you: your family or your work? For most of you, the answer is family, and rightfully so.

Now, ask yourself the same question about your directs. What's more important to them: their family or their work? Without much thought, you realize that the answer is family first for them as well. And you'd be right – we've asked.

So, for your directs, their family is more important than work. You say that you know your directs very well. Here's a test of that knowledge.

What Are the First Names of All of the Children of the People Who Report Directly to You?

If you're like roughly 95 percent of the managers we ask this question, you don't know all of their names. A fair portion – maybe 40 percent – don't even know how many children all of their directs have! We call this, by the way, The Direct Relationship Acid Test. [There's a Cast for That™.]

This isn't a conclusive exercise, of course. But most people agree it's a reasonable indicator – a fair proxy. Think about it from the perspective of your personal life: your close friends all know the names of all of your children. That's part of what makes them close friends. Your friends who are not as close know some of your children. And your acquaintances probably don't know whether you have children or not.

If you failed the test, consider this: what makes you think you can get the last full measure of devotion to work out of someone when you don't know the names of the people who are the most precious to them in the world? In our experience, you probably can't. If you're smart and you work hard, you can do okay, but you're missing the biggest leverage of all: a trusting relationship with those whom you manage.

If you're responding to this discussion by thinking, “I'm not sure I like all the familiarity. I don't want to be friends with my directs,” then you're not alone. A lot of managers do a lot of their work with their team by e-mail, or they see themselves as leaders rather than managers, or they say to themselves, “I didn't need to be ‘managed,’ and I don't want to have to manage my team; they should know what to do.” We'll have more to say on this, but for now, our first recommendation is this: spending 30 minutes a week with each of your directs isn't likely to result in your becoming “friends” with them.

Now let's look at the second item mentioned earlier: “No need – I talk to my people all the time!” Many managers say this to us when we recommend that they spend focused, scheduled time getting to know their directs. They're constantly in communication with their directs through e-mail, texts, and plenty of face-to-face conversations. In fact, they feel like they talk to their directs so much that they hardly have time for their own work.

Most managers, however, have no idea how one-sided their conversations are with their team members. They have no idea how little influence those brief conversations actually have on building relationships.

Consider this: if you're like a lot of managers, you sit close to some or all of your team members. If this is true, it's very likely that you've been at your desk, in your office (or cubicle, or space) on a given day, and you've needed to communicate with a member of your team. You thought about sending an e-mail but then realized the team member was at her desk, so you thought you'd walk over and ask her about whatever it was you needed. You thought it would be good to chat, as well, and see how she was doing.

You walked over and asked, “Got a second?” and what did your direct almost definitely answer? “Sure!”

Well, your direct didn't answer that way because she thinks you're awesome. She answered that way because you're her boss. She knows you're probably not there just to chat. You're there because you want something. That's not a premise of a conversation that leads to a trusting relationship. It's very likely that whatever chit-chat you engage in with her – “How was your weekend?” “How's your spouse?” “What's the latest with the kids?” – is heard by them, to some extent, as blah-blah-blah-I'm-going-to-get-to-the-real-reason-I'm-here-in-just-a-minute-blah-blah-blah.

I'm not saying that you don't care about your direct's weekend, or their spouse, or their children. I know you do, but they have a different perception of your caring about them than you think they have if you generally only ask those questions before you're going to ask them for something.

Further, you don't realize the extent to which your chit-chat with them is driven by you, by your agenda, and by what you want. It's unlikely that many of your directs, when you stop by to see them, will automatically feel comfortable talking to you about anything at all.

Let me share a realization I've come to over the years after working with hundreds of thousands of managers. Your directs don't see you as a nice person. I'm not saying you're not a nice person – I believe you are, and your directs probably believe so, too. But that's not how your directs see you. They see you as their boss. It's a hard truth, but one worth remembering. Because of the power of your role, your directs don't see you the way you see yourself.

One way to think about this disparity in perception is to imagine that, for the vast majority of us managers, we have a sign on our forehead. It's visible to all of our directs, and it says, Watch out. I'm your boss. I could fire you. When you control others' addiction to food, clothing, and shelter, they're going to see you through a different lens than you see yourself.

If you doubt this, if you think that you're different – that you're loved and not feared at all by your team – think of it this way: do you tell your boss everything? Of course you don't.

And neither do your directs tell you everything – because you're their boss. Even if you're the nicest person you see in the mirror every morning, even if they would admit you're a really nice guy, to them, you're still the boss, and the power of your role distorts the relationship.

I used to show groups of managers whom our firm was training a videotape of managers interacting with their directs. It was only one minute long, comprising six 10-second video clips of two people meeting in a standard corporate hallway. The video clips were selected because they all showed a manager and a subordinate of the manager. It was a security camera video, with no sound, in black and white. The managers watching didn't know the people in the video clips, and the people in the video clips were dressed in standard corporate casual attire.