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Staff Supervision How to be a Better Manager of People

Staff Supervision How to be a Better Manager of People. Ed Granger-Happ Save the Children. Setting the Context. The Taiwanese Engineer’s Story Why don’t American managers act more like parents? Parents have high expectations, are demanding and even critical when we don’t make the grade

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Staff Supervision How to be a Better Manager of People

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  1. Staff SupervisionHow to be a Better Manager of People Ed Granger-Happ Save the Children

  2. Setting the Context • The Taiwanese Engineer’s Story • Why don’t American managers act more like parents? • Parents have high expectations, are demanding and even critical when we don’t make the grade • But they always expect us to succeed.

  3. The Soft Stuff • In a sector of hardware, data and network protocols, the soft stuff of happy, motivated, productive people does not come naturally. • So we need to remember that software makes hardware happen.

  4. Discussion Questions • When you have doubts about an employee, do you ask, “Am I expecting her to succeed or to fail?” • What if more managers expected us to succeed? • What if more managers thought we were stars? • What kind of a team would we have then?

  5. What do you believe about people? • Self-motivating or need to be motivated? • Want to do good work or want to avoid work? • Want to succeed or want to avoid failure? • Want to learn new skills or just want to do what they are good at? • Work for rewards or avoid punishment?

  6. The Management Grid

  7. Reinforcement • What gets measured gets done • What gets rewarded gets done • Are your metrics rewards or punishments? • Catch people doing something right (Blanchard) • 9 to 1 positive to negative feedback • Great expectations

  8. Discussion Questions II • What role should managers play? • Quarterback? • Offensive coordinator/play caller? • Coach? • Trainer? • Cheerleader? • Michael Gerber’s question: • Are you working on the business or in the business?

  9. Strengths • Are you thinking like a conductor or a drill sergeant? • A drill sergeant expects compliance with a fixed standard • A conductor looks to bring out the best that each player can give in their area of strength • Marcus Buckingham: most important thing a manager does is to bring out and leverage the strengths his people have

  10. McGregor’s Theory X and Theory Y: http://en.wikipedia.org/wiki/Theory_X_and_theory_Y http://www.valuebasedmanagement.net/methods_mcgregor_theory_X_Y.html The Managerial Grid: http://en.wikipedia.org/wiki/Managerial_grid_model http://ollie.dcccd.edu/mgmt1374/book_contents/4directing/leading/lead.htm Values Based Management resource site: http://www.valuebasedmanagement.net/ Manager Tools resource site (Barry Richter recommendation) http://www.manager-tools.com/ Paul Glen web site and newsletter (“Leading Geeks” author) http://www.paulglen.com Marcus Buckingham web site: http://www.marcusbuckingham.com/ http://www.marcusbuckingham.com/resources/index.php (newsletter) Clifton StrengthFinders http://gmj.gallup.com/book_center/strengthsfinder/ Test: https://www.strengthsfinder.com/ (you’ll need a code from the book) Ken Blanchard http://www.kenblanchard.com/ Michael Gerber http://www.e-myth.com/ Tom Peters http://www.tompeters.com/ The Taiwanese Engineer’s Story (from a book of letters I’m writing) http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/f72aaece024febf685257126006793cb/7d88486c9ef6e3f685257122006dfda1!OpenDocument Resources

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