Post on 08-Apr-2018
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From Managing Others toFrom Managing Others toManaging ManagersManaging ManagersGroup.3
Parvathi.S.Unni
Suja.S.Chandran
ShobhaViswanath
Sreekala.A 1
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IntroductionIntroductiony
Managers of managers- greatest number of people in the company
y Responsible for the most hands-on work jobs
y They are in charge for getting the work done in
an organizationy Directly linked to the quality, productivity &
performance of an organization
y Chance for missing skills and values- if
promoted to high positions.
y High opportunity to imbibe & implant crucial
leadership qualities.
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Signs of a Misplaced Manager of Signs of a Misplaced Manager of
ManagersManagersy
Difficulty delegating Includes not only being unable to delegate but also
delegating improperly
As people move up the leadership levels the inability to
delegate has a negative effect
As first-line managers think they have increased decision
making responsibility they get frustrated when a work is
forced upon them
Work gets slow as too many decisions have been
centralized and delayed
These managers are much hassled and complaining about
too much work and no competent direct reports to help
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y Poor per f ormance management
One who provides poor or little feedback to
managers, who is not good coach, doesn·t offer clear
direction, and whose people are unclear of goals
i. e, These managers are unable to communicate
productively with his direct reports
y Failur e to build a strong team
They works with their direct reports as individuals
but doesn·t organize them into a productive team
This prevents the synergy that comes when a team
of managers share ideas.
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y A single minded focus on getting the work done
Demonstrates little or no capacity for taking fulladvantage of his new position, still operates with the
values of first-line manager Doesn·t recognize his role as a coach and developer of a
managerial talent
Do not exhibit interest in strategic or cultural issues
y Choosing clones over contributors
These people have opportunities to select their first-linemanagers
They are not trained in this and tend to choose one
resembling to them or choose friends and former directreports over people who are truly best qualified
This is harmful as they(friends) are often unwilling tochallenge boss and don·t bring fresh perspectives to thejob
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What Managers of Managers ShouldWhat Managers of Managers Should
Do«Do«1) Selecting and training first-line managers
2) Holding first-line managers accountable for
managerial work
3) Deploying and redeploying resources amongunits
4) Managing the boundaries that separate units
which report directly, and with other part of
the business
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y Finding individual contributors who are likely
candidates capable of assuming a first-level leadership
y Need to know individual contributors well enough
to select them for a managerial positiony The risk of indulging in a relatively new task of
selecting a proper set of individual contributors
y Giving them the opportunity to see if they like, and
are good at managerial skills which can beaccomplished by two ways:
Team assignments
Project-leadership assignments
About Selecting and training first-line managers
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Main goals«Main goals«
y Training first-line managers-the art of creating asupportive environment that allows mistakes but
not failures
y An environment where there is great enthusiasm
for learning techniques, performance appraisal
writing, and constructive criticism
y Need to develop a sensitivity about power which
will motivate and instruct rather than demean and
demoralize
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y Becoming to the use and abuse of power is
necessary at this level.
y Need to make individual contributors
responsible of reporting to not more than twosuperiors, thus avoiding them to have a feeling of
´powerless or unimportantµ to the organization
recognizing the best time to deliver negative
feedback and, more importantly, how to deliver
it
ContdContd««..««..
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The Flaw«The Flaw«
Managers do not value selection responsibilities and
as a result brings out many cronies and clones:
Devote less time and seriousness for the selection
Hate to differentiate their people. Feel
uncomfortable giving not so good comments like ´
You are not good enough for us..µ
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About Holding firstAbout Holding first--line managers accountableline managers accountable
for managerial work for managerial work
y Need to be competent enough at holding people
responsible for individual contributor work
y Shift their accountability focus thus giving them an
opportunity to value a different type of work
y Realize how to set stretch goals that allow room forgrowth, avoiding a failure
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y Develop a different framework for judging results
from the individuals· direct reports. This provides:
to evaluate people based on the quality of their
selection decisions
the frequency and quality of their performance
feedback
their ability to team with other units and theirskill at producing results through a team
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y Need to remove first time managers at a
proper time, who do not make the level
one grade, which calls for a huge amount
of courage, emotional fortitude, and self-confidence
y Allowing under-performing managers to
remain, clogs the leadership pipeline at itssource
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About Deploying and redeployingAbout Deploying and redeploying
resources among unitsresources among units
y To reallocate money, technology, and supportstaff to improve the results
y To determine whether the teams are using
resources effectively, one can ask questionslike:
Can each unit deliver the required output ontime at the right quality level and for theappropriate cost? If not, what additionalresources are needed?
Do we have the right mix of external and internalquality resources? How should the mixture beadjusted, if needed?
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Are any units wasting or missing resources?
If yes, what should be done?
Is this the right configuration of units giventhe total requirement? What resources
should be redeployed?
Which people should not be working here?
How quickly can they be replaced with
more productive people?
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y In case of the units required, following questions can
be raised:
Which unit is the most effective and should be
given the most difficult project?Which unit deserve more than their fair share of
support resources as they would use them more
effectively?
Who, if anyone, should receive the biggest raise?
Who needs the most coaching and the most of
my time?
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Managing the boundariesManaging the boundaries
y Must be a silo buster- avoid boundaries that
impede the flow of work and information between
the different functions and groups
y
Transitioning from a purely functional mindset thatvalues a specific function to one that embraces a
more egalitarian view
y Must inculcate this egalitarian value among both
first-line managers and individual contributors sothat work, information, ideas and technology flows
freely among the units
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y Calls for a specific workflow management skills
that includes:
Monitoring the workflow between his unit andothers in the organization
Asking questions and recommending
improvements
y Require a more subtle form of boundary
management that helps in achieving business goals.
It includes:
Understanding and conveying functionalstrategies, business strategies and the corporate
mission
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An addAn add--on leverage«on leverage«
Effective cross-unit collaborations which wouldaccelerate work processes which would lead to gaining
competitive advantage
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How to help Managers of managersHow to help Managers of managers
through this leadership passage.through this leadership passage.
y Make them aware of the difference between being amanager of individual contributors and a managerof managers.
y These two managerial levels are closely aligned inpeople·s mind·s and the differences have to spelledout.
y Bosses must clearly communicate the new requisiteskills, time applications and values that shape howthey apply these skills.
y Simply describing new leadership role won·t work,goals and measurements must be put in place thatcreate accountability for new managerial behaviors.
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Appropriate measurements include:Appropriate measurements include:
y Amount of improvement in efficiency
y Degree of improvement in quality
y
Frequency and impact of coaching sessionsy Number of first-line managers promoted to
bigger jobs or moved laterally for broadening
experiences
y Success rate of new first-line managers
y Teamwork within the assigned areas
y Teamwork within the other areas.21
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ContdContd««««««««
y Among all these measures the most important ispreparing the first line managers for their roles
²inexperienced managers are tremendously
impressionable, naturally model the actions and
attitudes of their bosses
y If the bosses are either unwilling or unable to set a
proper example and help in developing the right
direction²leadership pipeline clogged at its source, such case
only resource is to recruit stars
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y Coaching is a more interactive method to help
people translate the right message (to the
front²line managers) into behavior.
-It·s the hands on art of caring ,it bonds people(especially potential leaders ) to each other &
the organization.
-when coaching & caring are absent &
pressures are intense turn over is high andpeople leave to find better place to learn and
grow.
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ContdContd««««
y Finally ,its important during these times of rapid change and uncertainty to involvemanagers of managers at a strategic level.
-They can play a major role ininterpreting and communicating thecompany·s evolving objectives to theworkforce, either directly or to first line
managers.-If you ignore engaging others
strategic level, you risk creating leaders whoresist change.
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y
When Jack Welch initiated his changes at GE the manager of manager·s level was known
as ¶concr ete layer·.
They were primed to resist to any new
initiative, the reflexively viewing delayering ,
downsizing and workforce empowerment
as a threat.
GE decided to break this resistancethrough a training program called ́ The
Exper ienced Manager µ.
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GE bringing the changeGE bringing the change
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Advantages of theAdvantages of the programmeprogramme
y It helped the participants to acquire skillsneeded to manage and lead at this level.
y Also focused on explaining the culture and
business context for the changes reshapingthe organization.
y Helped them to understand the strategicimpetus for change melted to resistance
y Eliminating the rumors and misinformationabout change that prevented them frommanaging effectively and enthusiastically.
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GordonGordon--A role model for managerA role model for manager
of manager·sof manager·sy Runs a technical group of telecommunication
companyy Seven manager·s reports to himy At first he was interested in ́ getting aheadµ early
in his careery But now interested in stability and doing
meaningful work
His characteristics as a manager
y He is extraordinarily demandingy Sets high standards both for his team and for
individual performance
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Success factors of GordonSuccess factors of Gordon
y His people believe that his demands are fairy Communicates what he wants clearly and
quicklyy Clear about major responsibilities of his job
to grow and develop managers(provideshonest feedback for performance)
y Knows his people well and tailors hisinteractions according to the needs and
sensitivitiesy Good delegation skilly Sets objectives for his people and allows
freedom for them to achieve it
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ResultResult
y He speaks proudly about a number of his directreports being promoted and doing well in theirjobs
y
People in other departments like to work forhim
y He excels in producing future high levelmanagers and leaders
For personnel reasons he may not advancemuch further in the organization, but he isfulfilling his manager of manager·s role serving asa launching pad for career of first time managers
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ConclusionConclusiony
Managing the manager·s is the most toughbut the integral part of every organization
y Such a manager needs to be a good
communicator as well as must have a clearidea about his change of duty as a first-linemanager to manager of manager·s
y If he resists this change he will not beeffective leader and thus the leadershippipeline gets clogged
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