First,BreakAlltheRules

BookSummaryTECH621CFall2008

Dr.Bertoline

Introduction

•  ThebookisbasedonresearchconductedbytheauthorswhileworkingfortheGallupOrganization.

•  Theysurveyedoveronemillionemployeesand80,000managersinover400companies.

•  Theirconclusionssummarizedinthebookisaresultoftheirresearchintowhattheworld’sgreatestmanagersdodifferently.

AFewExamples

•  Thegreatestmanagersdonotbelievethatapersoncanachieveanythingtheysettheirmindto.

•  Theydonottrytohelpthepersonovercometheirweaknesses.

•  TheconsistentlyignoretheGoldenRule.•  Theyplayfavorites.

AFewMoreExamples

•  Talentedemployeesneedgreatmanagers.•  Howlongemployeesstayandhowproductivetheyareisdeterminedbytheirrelationshipwiththeirimmediatesupervisor.

•  Greatmanagerscharacteristics:– Demandsdiscipline,focus,trust,awillingnesstoindividualize.

•  Ifacompanyisbleedingpeopleitisbleedingvalue.

TheMeasuringStick

•  Measuringthestrengthofaworkplacecanbesimplifiedinto12questions.

•  Thesequestionscapturethemostinformationandthemostimportantinformation.

•  Theymeasurethecoreelementsneededtoattract,focus,andkeepthemosttalentedemployees.

12Questions

•  1.DoIknowwhatisexpectedofmeatwork?•  2.DoIhavethematerialsandequipmentIneedtodomyworkright?

•  3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?

•  4.Inthelast7days,haveIreceivedrecognitionorpraisefordoinggoodwork?

•  5.Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeasaperson?

•  6.Istheresomeoneatworkwhoencouragesmydevelopment?

12Questions

•  7.Atwork,domyopinionsseemtocount?•  8.Doesthemission/purposeofmycompanymakemefeelmyjobisimportant?

•  9.Aremyco‐workerscommittedtodoingqualitywork?

•  10.DoIhaveabestfriendatwork?•  11.Inthelast6months,hassomeoneatworktalkedtomeaboutmyprogress?

•  12.Thislastyear,haveIhadopportunitiesatworktolearnandgrow?

Smallgroupdiscussion

•  Reviewall12questionsanddiscusswhythesequestionsmightbeimportant.

•  Sharepersonalexperiencesofworkingandhowyoumightanswersomeofthesequestions.

•  Summarizeandpresentyourgroup’sdiscussions.

WhatAboutPay?

•  Paywillnottakeacompanyveryfar.•  Needtobecompetitivetoattracttalentbutpayisnotadeterminingfactor.

•  Themanager,notthepay,benefits,perks,oracharismaticcorporateleaderwasthecriticalpersoninbuildingastrongworkplace.

•  Themanagerwasthekey.•  Theseworkersalsohadhigherlevelsofproductivity,profit,retention,andcustomersatisfaction.

LinkBetweenEmployeeOpinion&BusinessUnitPerformance

•  Peopleleavemanagersandnotcompanies.•  Turnoverismostlyamanagerissue.

•  Ifyouhaveaturnoverproblemlookfirsttoyourmanagers.

•  Employee‐focusedinitiativeareimportant,buttheimmediatemanagerismoreimportant.

Accountability

•  Abusinessleaderdrivingacompanytowardsgreatnessshould:– Firstholdeachmanageraccountableforher/hisemployeessaytothe12questionsand

– SecondtohelpeachmanagerknowwhatactionstotaketoearnStronglyAgreeresponsesfromher/hisemployees.

ThereisanOrdertothe12Questions

•  WhatdoIget?–  1.DoIknowwhatisexpectedofmeatwork?–  2.DoIhavethematerialsandequipmentIneedtodomywork

right?•  WhatdoIgive?

–  3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?–  4.Inthelast7days,haveIreceivedrecognitionorpraisefordoing

goodwork?–  5.Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeas

aperson?–  6.Istheresomeoneatworkwhoencouragesmydevelopment?

•  Thesequestionsaddresstheissueofyourindividualself‐esteemandworth.

ThereisanOrdertothe12Questions

•  DoIbelonghere?–  7.Atwork,domyopinionsseemtocount?–  8.Doesthemission/purposeofmycompanymakemefeelmyjob

isimportant?–  9.Aremyco‐workerscommittedtodoingqualitywork?–  10.DoIhaveabestfriendatwork?

•  Howcanweallgrow?–  11.Inthelast6months,hassomeoneatworktalkedtomeabout

myprogress?–  12.Thislastyear,haveIhadopportunitiesatworktolearnand

grow?

•  Greatmanagersfocusonthefirst6questions.

TheWisdomofGreatManagers

•  Mostgreatmanagersdifferinmanyrespectsexceptone.Greatmanagersbelieve:– Peopledonotchangethatmuch.– Donotwastetimetryingtoputinwhatwasleftoutofaperson.

– Trytodrawoutwhatwasleftinaperson.– Thatishardenough.

•  Thisisthefoundationfortheirsuccess.

RevolutionaryInsight

•  Thisinsightexplainswhygreatmanagersdonotbelievethateveryonehasunlimitedpotential.

•  Whytheydonothelppeoplefixtheirweaknesses.•  WhytheyinsistonbreakingtheGoldenRule.•  Whytheyplayfavorites.•  Itexplainswhygreatmanagersbreakalltherulesofconventionalwisdom.

•  Italsoexplainswhythemorethan9,000differentsystems,languages,principles,andparadigmsofferedinthelast20yearstoexplainmanagementandleadershiphavefailed.

WhatGreatManagersDo

•  Themanagerroleistoreachinsideeachemployeeandreleasehisuniquetalentsintoperformance.

•  Thisisbestdoneoneemployeeatatime.•  Inthissense,themanagerroleisthe“catalyst”role.•  Thecatalystrolerelatestothefirst6questions.•  Tohaveemployeesanswerpositivelytothese6questionsamanagermustbeabletodotheseactivitiesverywell–  Selectaperson,setexpectations,motivatetheperson,developtheperson.

–  Thesearethe4coreactivitiesofthecatalystrole.

TheCatalystRole:Question1

•  AtworkdoIhavetheopportunitytodowhatIdobesteveryday?– Youmustknowhowtoselectapersonforthejob.– Youmustknowhowmuchofapersonyoucanchange.

– Youmustknowthedifferencebetweentalent,skills,andknowledge.

– Youmustknowwhichofthesecanbetaughtandwhichyoumusthire.

Question2

•  Inthelast7days,haveIreceivedrecognitionandpraiseforgoodwork?– Asamanager,youhaveonlyonethingtoinvest:yourtime.

– Whomyouspenditwith,andhowyouspendit,determinesyoursuccessasamanager.

Question3

•  Doesmysupervisor,orsomeoneatwork,seemtocareaboutme– Drivenbyyourabilitytodeveloptheemployeeandhaveempathyforpeople.

Question4

•  Doessomeoneatworkseemtocareaboutme?– Someonethatencouragesdevelopment– Someonethathelpsthemgetpromoted– Setupeachpersonforsuccess

•  Fourcoreactivitiesofthe“Catalyst”role:– Selectaperson– Setexpectations– Motivatetheperson

– Developtheperson

Managersarenotjustleadersinwaiting

•  Themostimportantdifferencebetweenagreatmanagerandagreatleaderisfocus.

•  Greatmanagerslookinward.

•  Greatleaderslookoutward.•  Itispossibleforagreatleadertobeapoormanagerandviceversa.

•  Fewpeopleexcelatboth.

TheFourKeys•  Whenselectingsomeone,theyselectfortalentnotsimplyexperience,intelligence,ordetermination.

•  Whensettingexpectations,theydefinetherightoutcomesnottherightsteps.

•  Whenmotivatingsomeone,theyfocusonstrengthsnotonweaknesses.

•  Whendevelopingsomeone,theyhelpthemfindtherightfitnotsimplythenextrungonthepromotionladder.

TheRightStuff

•  Youcannotteachtalent.•  Talentsarethedrivingforcebehindanindividual’sjobperformance.

•  Ifitisatalentitwillcomeeasilyforaperson.

•  Ifitisatalentitwillbestimulatingandnottedious.

Skills,Talents,&Knowledge

•  Thebestmanagersareadeptatseeingtalentinapersonthenputtingtheminapositiontobesuccessful.

•  Animportantdistinctiontobemadeisthatskills,knowledge,andtalentsaredistinctelementsinaperson’sperformance.

•  Skillsandknowledgecanbetaught;talentscannot.

ThreeKindsofTalent

•  Striving‐explainsthemotivationofaperson.•  Thinking‐explainshowapersonthinksandmakesdecisions.

•  Relating‐explainswhoapersontrusts,confronts,ignores

•  Youcannotteachtalentyoucanonlyselectfortalent.

Habits

•  Mosthabitsareourtalents.

•  Theyareenduring.•  Theymakeyou.

•  Ifyouarehabituallyassertive,habituallyemphatic,orhabituallycompetitive,youaregoingtohaveahardtimechangingthesehabits.

•  Overtime,throughreflection,youmightchangeyourvaluesandlearnamorepositiveandproductivewaytoapplyyourtalents.

•  Thisapproachreliesonselfawareness,ratherthanselfdenial,tohelpyoubecomemoreeffective.

AttitudeandDrive

•  Itisverydifficulttochangeapersonsdominantattitude.

•  Aperson’sdriveisnotchangeable.

DefinetheRightOutcomes

•  Focuspeopletowardperformance.•  Themanageristotallyresponsibleforthis.•  Thisiswhygreatmanagersareskepticalabouthandingall

authoritydowntopeople.•  Thekeyistodefinetherightoutcomesthenleteachperson

definetheirownroutetowardthoseoutcomes.•  Thisencouragesemployeestotakeresponsibility.•  Tofocuspeopleonperformance,youmustdefinetheright

outcomesandstickreligiouslytothoseoutcomes.•  Thiswillresultinselfawareandselfreliantemployees.

FocusonStrengths

•  Greatmanagersdo:– Focusoneachperson’sstrengthsandmanagearoundtheirweaknesses.

– Theydonottrytofixweaknesses.– Theydonottrytoperfecteachperson.– Theydoeverythingtheycantohelpeachpersoncultivatetheirtalents.

– Theyhelpeachpersonbecomemoreofwhotheyare.

BreaktheGoldenRule

•  ThebestmanagersbreaktheGoldenRuleeveryday.

•  Theytreateachpersondifferentlybasedontheirtalentsanduniquebehaviors.

•  Thebestmanagersspendmostoftheirtimewiththeirbestpeople.

•  Thebestmanagersfindwaystomaketheiremployeessuccessfulandruninterferenceforthemwhennecessary.

StrokeEgos

•  Humanscraveattentionandgreatmanagersgooutoftheirwaytopayattentiontotheirbestpeople.

•  Asamanageryouarealwaysonstagesonoactisneutralandnonewsisnevergoodnews.

•  Communicatingandpayingattentiontoyourbestpeopleisthesurestwaytoexcellence.

Avoid“Average”Thinking

•  Greatmanagersuseexcellenceastheirbarometerstojudgeperformance.

•  Greatmanagersknowthatonlypeoplewhoareevergoingtoreachexcellencearealreadyaboveaverage.

•  Focusonyourbestperformersandkeeppushingthemtowardsexcellence.

•  Averagethinkingactivelylimitsperformance.•  Avoidperformanceevaluationsthatputaceilingonperformance.

•  Defineexcellencevividlyquantitativelythenpusheveryonetowardsexcellence.

ManageAroundWeakness

•  Poorperformancemustbequicklyconfronted.

•  Mostpoorperformancecanbetracedtothecompanynotprovidingthetoolsorinformationnecessaryforsuccessorpersonalcauses.

•  Thereareonly3routestohelpapersonsucceed:–  Deviseasupportsystem‐managearoundweaknessesandfocusonstrengths.Examplepage169.

–  Findacomplementarypartner–  Findanalternativerole

Assignment

•  Lookforarticlesthatrankordescribegreatcompaniesbyanymeasureandsummarizeyourfindings.

CreateHeroesinEveryRole

•  Ittakesbetween10and18yearsbeforeworld‐classcompetencyisreached.

•  Youmustfindwaystokeepemployeesmotivatedandfocusedondevelopingtheirexpertise.

•  Defininggradedlevelsofachievementforeveryroleisanextremelyeffectivewayofdoingso.– AlliedBrewersexample,page187.

PerformanceFeedback

•  Greatmanagersdevisearegularperformancefeedbacksystem.

•  Feedbackisprovidedinprivateandone‐on‐one.

•  Youneedtobuildapersonalrelationshipbutnotnecessarilybestfriends.

•  Youmustgettoknowyouremployeesandcareaboutthem.

Miscasting

•  Greatmanagersunderstandthatunderperformingemployeeshavetalentsthatdonotmatchtheirrole.

•  Itisnotamatterofweakness,stupidity,disobedience,ordisrespectbutamatterofmiscasting.

•  Theyuselanguagelike“Thisisn’tafitforyou,let’stalkaboutwhy.”or“Youneedtofindarolethatplaysmoretowardsyourstrength.”

PerformanceManagement

•  Fourcharacteristicsusedbygreatmanagers:– Theroutineissimple.

– Theroutineforcesfrequentinteractions.– Theroutineisfocusedonthefuture.– Theroutineaskstheemployeetokeeptrackoftheirownperformanceandlearning.