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Managing or Leading?

Trying to be a great leader without also being a great manager is like an army with loads of generals but no sergeants

Today there’s a lot of emphasis put on being a good leader in organisations of all shapes and sizes. This is only right; leadership is one of the things that can make the difference between a business or an organisation being just OK and being great.

What I think leadership can’t do on it’s own, is to take a business from being new or poor to being OK. Or to sustain greatness once it’s been reached. To do those things, you also need great management.

I sometimes see individuals and organisations making the mistake of thinking that leaders and managers are different people. Maybe it’s an ego thing? Or something sensible to do (at least on an individual, short-run level) because maybe ‘leaders’ are considered more important than or get paid more than managers?


Whatever the reason, I reckon that a better way to think of it is as the way that people in your organisation spend their attention.


Way back in the early twentieth century, industrialist Henry Fayol wrote that all managers perform five functions: Planning, Organising, Commanding, Coordinating and Controlling. These days people still use Fayol’s definition of Management, but tend to shorten it to:

  • Planning
  • Organising
  • Leading
  • Controlling.

Right there we can see that the very definition of management actually includes leading – that is, leadership is a subset of managing and not a replacement for it.

Think of it this way – and I’ve tried to show this in the graph at the top of this article:

As you get more and more senior in your organisation the focus of your attention should shift away from the “Stuff” that’s involved in doing the Planning, Organising and Controlling that Fayol described. Now you need to give more of your attention to People. And that’s where your skills as a great leader come in.

You have to do this. A lot of my coaching work is about helping people to make this transition, to shift their focus away from managing the stuff and towards inspiring and empowering people.

If this isn’t done, if senior people don’t make this shift, it’s very hard for individuals, teams and whole businesses to rise above ‘OK’. This is why, when you ask someone how they’re doing, and they’re doing alright but not brilliant, they’ll reply: “It’s OK, I’m managing.”


However, this doesn’t mean that you do no management at all as you get more senior.

In fact, I’d argue that the smaller amount of your time and attention that remains available for managing means that you need to be really, really efficient and effective at it.

Your Planning and Organising needs to be spot-on AND to include other people, so that they can contribute to and buy into it. Your ability to Control (monitor, feedback and adjust) has to be light-touch, well-connected to the overall purpose of the business AND flexible and robust enough to adapt to external conditions.

As you make that essential shift and give more of your attention to leading through others, don’t forget how to still be a great manager too.

The sergeant is the army
Dwight Eisenhower


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Self-Awareness (1)

9 Expert Questions and one handy Diagram for Building great Self-Awareness

The best starting point for any development and growth at work, whether as a leader, a team member or just as your individual self, is the place of “self-awareness”.

And I’m talking here of self-awareness in a wide sense.

If you’re looking at self-awareness just as an emotional intelligence tool, then you’ll be focussed too narrowly, just on the awareness of your own feelings. What I want you to get, is a self-awareness about the whole you. That’ll include your drives, flaws, experiences, ambitions, assumptions, patterns of behaviour, values, resourcefulness and more. But also, and maybe more importantly, the big picture of what it’s like to be you. And what’s it like to experience who you are.

This kind of deep self-awareness really is essential to any kind of development. It’ll answer questions right down at a tactical level about what you want to be doing with your time and effort and how best to interact with the world. And it’ll act as a kind of beacon, keeping you heading towards the more important, bigger picture of what you’re about.

Sometimes this kind of self-awareness is forced upon us when something we’re trying to achieve goes wrong. Then we have to re-assess things on a personal level. And at other times, self-awareness comes out of a ‘gap’, a sense that something’s missing or unfulfilled.

Overcoming the uneasiness and discomfort around this kind of self-knowledge is important both to make sense of what’s happened so far and to move forward.


If you wanted to get some more self-awareness without being forced into it by that kind of circumstance, how would you go about it?

One of the best ways is to pretend to be your own observer.
Check out the diagram alongside. (If you click it and then right-click it, you should be able to download a copy.)

First, imagine ‘seeing’ a version of yourself. Get a sense of who this person is, and what’s important to them.

Second, imagine you could observe how this person goes about interacting with the world about them and with other people.

There are many things you could be observing and getting a sense of, but to get you started here’s some of the things I’ll typically be asking my clients about to help them develop their self-awareness. We talk about them as if they were another person, so instead of saying “what’s important to you”, I’ll get them to practice being an impartial observer of themselves by asking, “what’s important to this person?”.

Here’s some of the aspects you might be considering as you pretend to observe yourself. It’s a fairly long and deep list, so don’t feel you have to get all of this straight away:

  1. What kind of things are really important to this person?
  2. What’s the story of how they got to where they are today? And what did they have to overcome, sacrifice or achieve to get here?
  3. What are they like, at their absolute best?
  4. What qualities do they have that make them a resourceful person? What personal attributes, skills and knowledge can they call upon?
  5. What holds them back or keeps them stuck?
  6. As they interact with the world, how clear are they about what outcomes they want?
  7. Thinking of a specific interaction that you want to understand more about, what was their intention at the outset? Did what they wanted to have happen, actually happen?
  8. How wide is the range of choices they have about how they approach things; do they have one typical way of operating or a wider range?
  9. What are some of the assumptions, hidden beliefs or ‘rules’ that they have about the world, about themselves and about others?

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Leading Millennials and Different Generations

The only Guide you’ll ever need for Managing those Tricky and Demanding Millennials
#Irony 😉

If you looked around the world of leadership and management at the moment, you’d be forgiven for thinking that there’s a real problem in the way that people born between the mid 1980s and the early 2000s – the ‘Millennials’ – are behaving at work and in how they need to be managed.

But actually, there’s a much simpler and lazier explanation as to why so much is being written about this generation and its leaders. Since April 2016 Millennials have been the largest demographic in the western world, in the USA for example, overtaking Baby Boomers (76m people) by at least a million. If you’re a member of or a manager of this generation, that makes you an easy marketing target.

Since I’ve been coaching different generations (from people in their 80s to their late teens and everything inbetween) for over 18 years now, I didn’t want to miss out on the chance to jump on this particular rickety bandwagon. So I’ve produced my own guide on how to manage the main generational groups.


You’ll see in the table below, that I’ve set out each generational group (Baby Boomers, Generation X, Millennials and Generation Z) together with their: Wants, Needs, Flaws and Super Powers.

And I’ve also given a series of four Top Tips for the Leaders of each generational group.

I’ve based this analysis on both my years of experience in working with different people and on some of the actual real research into what motivates and makes people tick. The definitions of the generations are vague (it’s done by marketing people…), and the birth years tend to overlap quite a lot; sorry.

If you have several different generations in your workplace, or are struggling to successfuly lead people from the Millennial group, then I hope this will help.


Click the picture below and then right-click it and select “Save as…” to download your own copy:

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Decision-Making and Ketchup

Why nature wants your decision-making process to be fast and frugal and how this is a problem at work

Nature wants your decision-making process to be fast and frugal.

Fast, because the primary purpose of your life, from nature’s evolutionary point of view, is to survive long enough to successfully reproduce. And most choices that might have affected your caveman ancestor’s chances of survival required fast and decisive responses.

Frugal, because the brain accounts for about 20% of our body’s energy usage.
If you waste too much mental effort deciding whether to hunt for game, collect berries or set-out fishing nets, you’ll be needing to collect even more food to refuel your brain.

This can cause a great deal of difficulty when we are faced at work or in our personal lives with a wide range of possible choices.

Have you ever had trouble trying to decide what  to buy in a supermarket? Experiments have shown that when shoppers are presented with a large  amount of potential consumer choices (e.g. chocolates, jam flavors) people actually end up making fewer purchases, and are less satisfied.

There was an episode of the Simpsons where the family visited a new supermarket called”Monstromart”; slogan: “where shopping is a baffling ordeal”. Product choice was unlimited, shelving reached the ceiling, nutmeg came in 12lb boxes and the express checkout had a sign reading, “1,000 items or less”. In the end the Simpsons returned to Apu’s Kwok-E-Mart.

And of course, The Simpson’s is a great mirror for real life. At one point in the last few years, the UK supermarket chain Tesco used to offer 28 tomato ketchups!


In an attempt to cope with the large amount of information and potential choices that we are presented with on a daily basis, we tend to rely on so-called “heuristics” (rules of thumb or mental short-cuts) that help guide our decision-making. In essence, heuristics are decision-making tools that save effort by ignoring some information. They act to reduce and simplify the mental processing of cues and information from our environment.


You’ll have possibly been under the the effects of these heuristics in your own decision-making when you:

  • Picked the same thing that you chose last-time, without even really thinking about it
  • Chose the option that most embodies the kind of thing you wanted (e.g. Heinz for ketchup)
  • Chose the option that you were most recently made aware of, or for which you most recently received information.

We shouldn’t think of these heuristics as a ‘bad thing’ by themselves. Other researchers have argued that  such smart and adaptive heuristics have successfully guided our decision making in various uncertain environments over millions of years of human evolution. When pressured for time and faced with many competing options, “fast and frugal” decision making can potentially enhance the quality of our decisions.

Problems with this at work can arise when we’re not aware of this innate drive for fast and frugal decision-making.

Think back to the last management or board meeting you were in when you were faced with an important decision. Did you feel energised or tired by the process? What was your sense of time during the decision-making: fast, slow, rushed, dragging?

The chances are, that if you felt tired and that time dragged, then you were under nature’s influence to have your decisions be fast and frugal.

If the decision you were all making was complex and important enough to require the attention of the management team or board in the first place, it may be that those heuristic mental short-cuts are not the best way to approach things. The consequences of bad decisions can be severe. Research shows that in business the top five casualties of poor decision-making are customer loyalty, company reputation among customers, profits, company productivity and customer service. And in some working environments they can literally be the difference between life and death.

There are a great many decision-making techniques that can help overcome these shortfalls (some of which I’ve written about previously), but for now, I want to focus just on your awareness of this issue. Here are some of my most significant bits of learning about countering the downsides of these heuristics in decision-making at work:

1. Be aware of people’s innate drive to have their decision-making be ‘fast and frugal’. Is it right, given the decision that you have in front of you, to take a fast and frugal approach? Or is this something that demands a greater investment of time and resources?

2. Don’t be blinded by a dazzling array of seemingly different options. Often the differentiation between various choices is not as significant as it seems (Heinz’ reduced-salt ketchup is possibly pretty much the same as Tesco’s own brand…).
If necessary, categorise your choices so that you can more easily see where the real differences are.

3. Rather than trying to close or narrow the choices down too quickly, open them out first. This is something I learned from being around creative people, who tend to be much slower to close down their options. Although this means they tend to take longer to get things going, I think it can produce new solutions to previously intractable problems. So open it out first – we might be faced with a choice of 28 different kinds of ketchup, but is ketchup really what we need right now?

4. Look out for information about your options that isn’t readily available. Dig a bit. This is the power behind the increasing use of ‘big data’ mining. Even if you don’t have access to big data, try to overcome the ‘reduce and simplify’ tendency that nature would like you to use in her fast and frugal approach to dealing with information.

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Mindset & Leading with One-on-One Meetings

How to get your mindset right while you’re holding one on one meetings

If you’re leading and managing other people, then you’re almost certainly having one-on-one meetings with your staff and team members. I’ve spent a lot of time doing just that myself, and helping my coaching clients to be as effective as they can when they do the same.

To make all your one-to-one meetings go well, you need to be clear about the outcomes you want, to have a step-by-step process to gain trust, and be prepared to be flexible depending on what comes up.

But perhaps the most important thing my clients talk about, is having their own heads in the right place before they start.

If you want your one on one meetings to work really well, it isn’t enough to know what to do and how to do it, you also need to know what attitudes of mind are likely to get the best results for you.

Here are three of the most important ones:

1. Empowerment as an outcome of your management

You’ve got to want to inspire people to get more done under their own motivation and responsibility.

It’s a bit like having teenagers – they need to learn how to do stuff for themselves.

Until you’re prepared to adopt this as part of your mindset, you’re likely to be spoon-feeding people and picking-up after them long after they could have learned to do it for themselves. I think the trick here is to actually include empowerment as one of the outcomes you’re after. Put it up there alongside the tasks that you want this person to achieve and give it as much, if not more, weight as all the other important stuff you need to ensure gets done.

2. Coaching as a leadership style

This is where you put a big chunk of your leadership energies into the longer-term development of others.

It’s not the only leadership style you’ll need to use, but it is very effective and very rewarding for you. It’s also a good partner to empowerment.

You could think of a coaching leadership style as being NOT about you as leader having the answers, but about guiding people to find their own answers to things.

If I had to encapsulate it in a single phrase for leaders to use, it’d be something like:
“How about trying this…?”

3. The transition from doing to leading

The more your responsibilities increase, the more you need to shift from actually doing stuff yourself, to getting stuff done by acting through others – by leading.

If you’re like most people, you’ll have got to your position at least partly because you’re good at what you do. And so this can sometimes be a tricky transition to make, or even to be aware of its significance. It’s also quite scary because of course it takes you outside of what you know you’re good at doing, into possibly new territory – and people are often much more complex to understand and influence than the tasks themselves.

But this is a really important place to get your head into. Take a deep breath, stop doing stuff yourself, and start making sure that you act through others.


If you personally wanted to get the most out of people in your one-to-one meetings, what other attitudes of mind might also be important to you?

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Team Performance Using DRIL

The 4-step approach to great team performance: Design, Rehearse, Implement, Learn

I’m often surprised by how much of an expectation people set for themselves about being able to do stuff exactly right, first time. It happens a lot in business; even with professionals who’ve spent years acquiring expert knowledge in their subject. In other walks of life – the arts, the military, for example – there’s a much more progressive attitude to practising things before being expected to get them right.

And the area where people seem to have the highest expectations without putting in preparation is about how teams perform. Great teams don’t just happen – they are created and nurtured.

Here’s my DRIL – the four steps for getting really great performance out of teams:

  1. Design – what is it you want to achieve and how, together, will you go about it?
  2. Rehearse – practise it; walk it through in your minds or on the whiteboard;
  3. Implement – if you can hold-off implementation long enough to have done Design and Rehearse, then it can be done fast and with conviction, often saving time;
  4. Learn – you’d think that learning from what worked and what didn’t would be old news by now. It isn’t – maybe because a great team is never done learning.

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A Leaders’ Guide to One-to-One Meetings

Ten ways to use one-to-one meetings to block progress, disempower people and avoid an embarrassing sense of being a team

 

Click on the picture above to download your own copy.

 

Oh, and I forgot number 11:

Always write it as “1-2-1” and never “one-to-one”. Because (a) words are just so hard to type and read, and (b) it’s so much quicker to use numbers and other shorthand than to muck about referring to actual people.
 

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Transitioning to the Board or Top-Team

The six key mindset changes you must make to be successful in your first job on the board


Great One-on-One Meetings for Busy Managers