Characteristics of a Great Manager

1. Characteristics of a Great Manager

2. Keys To Success In Management: • Pride In One’s Organization • Enthusiasm For Its Work

3. Peter Drucker Likens Managers To Conductors Of Symphony Orchestras “A Great Orchestra Is Not Composed Of Great Musicians But Of Adequate Ones Who Produce At Their Peak”

4. Why Does The Same Group Of Musicians Perform Poorly Under One Conductor And Superbly Under Another?

5. “The Great Leaders Are Like The Best Conductors – They Reach Beyond The Notes To Reach The Magic In The Players.” Blaine Lee The Power Principle

6. Drucker Says: “The Key To Greatness Is To Look For People’s Potential And Spend Time Developing It” Great Managers Do This Instinctively, But What Do They Do?

7. Characteristics of Great Managers: 1. Recognize that people are unique We are a blend of skills, knowledge, experience and talents! Evaluating an applicant/employee’s skill, knowledge and experience is relatively straight-forward. Evaluating for talent is much more challenging!

8. What Do We Mean By Talent? Conventional wisdom – rare ability pertaining to sports or the arts!

9. X X What Do We Mean By Talent? Myth – with enough hard work, we can accomplish anything!

10. What We Have Learned From Neuro-Science • Born with 100 billion neurons • synaptic connections form by age 3 • strong ones grow/weak ones wither away • may be genetics or Darwinian pruning • by mid-teens – unique set of synapses (about half the number as at age 3) • these synapses define our talents!

11. Talents Can Be Defined As “A Recurring Pattern Of Thought, Feeling Or Behavior That Can Be Productively Applied.” Marcus Buckingham & Curt Coffman First, Break All The Rules Simply put – the behaviors you find yourself doing most often are your talents.

12. “No Matter How You Total Success In The Coaching Profession, It All Comes Down To A Single Factor – Talent … Although Not Every Coach Can Win Consistently With Talent, No Coach Can Win Without It.” John Wooden, UCLA Coach

13. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Every role, performed at excellence, requires talent • Determine what talents are associated with excellence in every role • Key – find match between person’s talents and role

14. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Study your best • Conventional wisdom – good is opposite of bad, so if you want excellence, investigate failure and invert it. • Excellence and failure are often surprisingly similar • Danger of “Averages”

15. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently Break The Golden Rule “Don’t Treat People As You Would Like To Be Treated. This Presupposes That Everyone Breathes The Same Psychological Oxygen As You” Buckingham & Coffman First, Break All The Rules Figure out what motivates each person and devise a system of appropriate rewards

16. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently • Focus on the desired outcomes, not the process

17. Characteristics of Great Managers: DANGER – “One Best Way” Approach • Frederic Taylor: time-and-motion studies • Madelaine Hunter: seven basic components of an effective lesson plan • Expert Systems

18. Remember, unique people with different combinations of knowledge, skill, experience and talent will determine their own way to achieve the desired outcomes!

19. “The Best Executive Has The Sense Enough To Pick Good Men, And The Self-Restraint Enough To Keep From Meddling.” Theodore Roosevelt “Never Tell People How To Do Things. Tell Them What To Do And They Will Surprise You With Their Ingenuity.” General George S. Patton

20. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently • Focus on the desired outcomes, not the process PrimaryManagement Role • Set expectations • Motivate performance • Evaluate performance

21. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently • Focus on the desired outcomes, not the process • Foster an environment that allows people to fail intelligently

22. “Failure Is The Opportunity To Begin Again, More Intelligently.” Henry Ford

23. “I Have Not Failed. I’ve Just Found 10,000 Ways That Won’t Work.” Thomas Alva Edison “The Only Man Who Makes A Mistake Is The Man That Never Does Anything.” Theodore Roosevelt

24. Failure–Tolerant Organizations • Encourage Intelligent Risk Taking • View Failure As A Pre-Requisite For Invention • View Failures As Outcomes To Be Examined, Understood, And Built Upon • Focus On Increasing Their Organization’s Intellectual Capital • Create A Culture Of Collaboration Rather Than Competition. Richard Farson and Ralph Keyes The Failure-Tolerant Leader

25. Spencer Silver’s “Failure” Imperfect Adhesive resulted In 3M’s Post-It Notes • Jack Welch, Former Head Of GE • “We Reward Failure.” • Charles Kettering, Former Head Of GM • “A Good Researcher Failed Every Time But The Last One.” • “Failing Is One Of The Greatest Arts In The World. One Fails Forward Toward Success.” • Thomas Watson, Sr., Former Head Of IBM • “The Fastest Way To Succeed Is To Double Your Failure Rate.”

26. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently • Focus on the desired outcomes, not the process • Foster an environment that allows people to fail intelligently • Encourage the development of effective teams

27. “Individual Commitment To A Group Effort – That Is What Makes A Team Work, A Company Work, A Society Work, A Civilization Work.” Vince Lombardi

28. Teamwork – A Worthy Goal! • But Not All Groups Become Teams • What Makes A Group Become A Team?

29. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

30. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

31. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

32. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

33. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

34. “A Team Is A Small Number Of People With Complementary Skills Who Are Committed To A Common Purpose, Set Of Performance Goals, And Approach For Which They Hold Themselves Mutually Accountable.” Jon R. Katzenbach And Douglas K. Smith The Discipline Of Teams

35. Characteristics of Great Managers: • Recognize that people are unique • Identify talent and reposition for success • Treat people differently • Focus on the desired outcomes, not the process • Foster an environment that allows people to fail intelligently • Encourage the development of effective teams • Have a clear sense of organizational mission

36. Harvard Parking Story Understanding Mission: • 1950’s – 2 UNC Grads To Harvard One in Wheel Chair • Arrived In Boston One Evening • No Parking By Dorm • Parked By Front Door To Unload • Campus Police Came • Returned With Workman – Painted Yellow Line

37. “As Long As You And Your Roommate Are Students In Good-Standing At Harvard, This Parking Place Is For You!”

38. Key To Becoming A Great Manager • Integrate these insights/approaches into your own style • There is no “one size fits all” model of management • But if there was, I believe that at its core we would find:

39. Drucker Says: “The Key To Greatness Is To Look For People’s Potential And Spend Time Developing It”