Be a Better Manager by Developing Your 6 Management Styles

1. BE A BETTER MANAGER WITH 6 MANAGEMENT STYLES …because you get the best results when you manage the way your people need/want to be managed

2. Every employee has a unique personality

3. Which means that they are motivated by different things

4. Some are introverts

5. Others are extroverts

6. Some people are born to think through problems

7. Others use their feelings

8. Whatever the case, as a manager, you cannot change who your employees are in their core

9. Not only that….

10. But those same people are also going through their own lifecycles

11. What motivates them now may be different from what motivated them last year

12. Whether the person is an introvert or an extravert, they need different things in life at ages 1, 6, 18, 24, 35, or 50

13. Finally, the context of work keeps changing

14. Sometimes the strategy is to slowly support the status quo

15. Other times it is all about urgent and major change

16. If you are a manager

17. Your job is to motivate

18. So if everyone is different

19. And everyone is changing over time

20. And the nature of work is changing too

21. You cannot manage with one single style

22. Hay / Ber propose that you should have at least 6 Management Styles in your toolkit.

23. Directive Authoritative Affiliative Participative Pace-Setting Coaching

24. Rosalind Cardinal summed them up nicely as follows….

25. 1. DIRECTIVE • GOAL OF MANAGER • Compliance • The “do it the way I tell you” manager • Closely controls employees • Motivates by threats and discipline • USE IT • When there is a crisis • When deviations are risky • AVOID IT • Employees are underdeveloped – little learning happens with this style • Employees are highly skilled – they become frustrated and resentful at the micromanaging.

26. 2. AUTHORITATIVE • GOAL OF MANAGER • Give long-term direction & vision • “Firm but fair” manager • Gives clear direction • Motivates by persuasion & feedback on task performance • USE IT • Clear directions and standards needed • The leader is credible • AVOID IT • Employees are underdeveloped – they need guidance on what to do • The leader is not credible – people won’t follow your vision if they don’t believe in it

27. 3. AFFILIATIVE • GOAL OF MANAGER • Create harmony among employees and between manager and employees: • The “people first, task second” manager • Avoid conflict & emphasizes good relationships • Motivates by keeping people happy • USE IT • Used with other styles • Tasks routine, performance adequate • Counseling, helping • Managing conflict • AVOID IT • Performance is inadequate – affiliation does not emphasize performance • There are crisis situations needing direction

28. 4. PARTICIPATIVE • GOAL OF MANAGER • Build commitment & consensus • The “everyone has input” manager • Encourages employee input in decisions • Motivates by rewarding team effort • USE IT • Employees working together • Staff have experience and credibility • Steady working environment • AVOID IT • Employees must be coordinated • There is a crisis – no time for meetings • There is a lack of competency - close supervision required

29. 5. PACE-SETTING • GOAL OF MANAGER • Accomplish tasks to a high standard • The “do it myself” manager • Performs many tasks personally and expects employees to follow his/her example • Motivates by setting high standards and expects self-direction from employees • USE IT • People are highly motivated, competent • Little direction/coordination required • When managing experts • AVOID IT • When workload requires assistance from others • When development, coaching & coordination required

30. 6. COACHING • GOAL OF MANAGER • Long-term professional development of employees: • The “developmental” manager • Helps and encourages employees to develop their strengths and improve their performance • Motivates by providing opportunities for professional development • USE IT • Skill needs to be developed • Employees are motivated and wanting development • AVOID IT • The leader lacks expertise • When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer • In a crisis

31. DIRECTIVE AUTHORITATIVE AFFILIATIVE • GOAL OF MANAGER • Compliance • The “do it the way I tell you” manager • Closely controls employees • Motivates by threats and discipline • USE IT • When there is a crisis • When deviations are risky • AVOID IT • Employees are underdeveloped – little learning happens with this style • Employees are highly skilled – they become frustrated and resentful at the micromanaging. • GOAL OF MANAGER • Give long-term direction & vision • “Firm but fair” manager • Gives clear direction • Motivates by persuasion & feedback on task performance • USE IT • Clear directions and standards needed • The leader is credible • AVOID IT • Employees are underdeveloped – they need guidance on what to do • The leader is not credible – people won’t follow your vision if they don’t believe in it • GOAL OF MANAGER • Create harmony among employees and between manager and employees: • The “people first, task second” manager • Avoid conflict & emphasizes good relationships • Motivates by keeping people happy • USE IT • Used with other styles • Tasks routine, performance adequate • Counseling, helping • Managing conflict • AVOID IT • Performance is inadequate – affiliation does not emphasize performance • There are crisis situations needing direction PARTICIPATIVE PACE-SETTING COACHING • GOAL OF MANAGER • Build commitment & consensus • The “everyone has input” manager • Encourages employee input in decisions • Motivates by rewarding team effort • USE IT • Employees working together • Staff have experience and credibility • Steady working environment • AVOID IT • Employees must be coordinated • There is a crisis – no time for meetings • There is a lack of competency - close supervision required • GOAL OF MANAGER • Accomplish tasks to a high standard • The “do it myself” manager • Performs many tasks personally and expects employees to follow his/her example • Motivates by setting high standards and expects self-direction from employees • USE IT • People are highly motivated, competent • Little direction/coordination required • When managing experts • AVOID IT • When workload requires assistance from others • When development, coaching & coordination required • GOAL OF MANAGER • Long-term professional development of employees: • The “developmental” manager • Helps and encourages employees to develop their strengths and improve their performance • Motivates by providing opportunities for professional development • USE IT • Skill needs to be developed • Employees are motivated and wanting development • AVOID IT • The leader lacks expertise • When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer • In a crisis

32. I think I would add a 7th Style: Welching (a la Jack)

33. Sometimes an employee simply needs to be managed out

34. Because, for whatever reason, they’re just not having fun and no amount of Jedi management is going to change that

35. Whatever the case, your job as a maturing manager is to master all these styles

36. Get good at identifying which style is needed for each of your employees based on their personality, their life context, and the work context

37. And then get good at executing the right style at the right time for each employee at the same time

38. Good luck

39. 45 years later, I’m still working on it….

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