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Explore the transformative differences between normal and great managers based on Susan M. Heathfield's article. Uncover valuable insights on talent selection, outcome definition, strength focus, and job fit. Discover the profound implications for HR practices.
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Whatgreatmanagers do differently – consequencesfor HR Presentationbased on thearticle „Whatgreatmanagers do differently“ of Susan M. Heathfield By Christiane Baumann, 11.11.2010 Course: New Trends in HR Lecturer: Terry George
Whatyou (hopefully) will havelearned in the end: • Common wisdom is not always true • The core tasks of a normal manager • The core tasks of a great manager • What does this mean for HR?
Tasks of a normal manager: • Select a personbased on experience, intelligenceandeducation • Set expectationsbydefiningtherightsteps • Motivatethepersonbyhelpinghimidentifyandovercomehisweaknesses • Developthepersonbyhelpinghimlearnandgetpromoted
Why common wisdom is wrong A little story:
What does this tell us?! • People don‘t change that much. • Don‘t waste time trying to put in what was left out. • Try to draw out what was left in. • That is hard enough!
Conclusionsof Buckingham & Coffman • Based on interviews with over 80.000 successful managers • Gallup Organization • Great managers break every rule characterized as conventional wisdom when dealing with the selection, motivation and development of staff
Let‘shave a looktothe back & front: • When selecting someone… they select for talent • When setting expectations… they define the right outcomes • When motivating someone… they focus on strengths 4. When developing someone… they help him find the right fit
1. Select people based on talent … Not because of experience, education or intelligence Talent is: a recurring pattern of thought, feeling or behavior that can be productively applied
2. Whensettingexpectationsforemployees, establishtherightoutcomes • Micromanaging is a mistake! • Great managers assist each • individual to establish goals that • are congruent with the needs of the organization • they let each employee find the right path to reach the outcomes
3. Whenmotivating an individual, focus on strength • everybody has unique strength • If you help people becoming more of who they already are it will lead to success • Find out what motivates each staff member and try to provide more of it in his work environment • manage around the weakness
4. Find therightjob fit foreachperson • Help each person find roles where his unique combination of strengths match the distingt demands of the role • guide the employee toward roles where he has the greatest chance of success
Implications for HR • Remember: • People don‘t change that much! • Try to draw out what was left in!
1. Selecting for talent • Realistic testing • Behavioral interviewing • Look for patterns of talent in application
2. Defining the right outcomes • Coach the managers in more partizipative styles of working • Establish organization-wide goals • Think of reward system
3. Focusing on strength • Promote a work environment in which people feel motivated to contribute • Make certain that individual strenghts are nurtured • Design reward, recognition, compensation & performance development systems
4. Finding the right fit • Familiarize yourself with every position in the organization & with the talents and capabilities of each person • Keep excellent documentation • Development promotion & hiring process which supports placing people in positions that „fit“
Conclusion • Implications of this findings are enormous!! • Assess each individual’s talents and skills. Then provide training, coaching and development opportunities that will help the person increase these skills. Compensate for or manage around weaknesses. • Is this realistic and possible? • Does this meet your personal opinion?
Whatyou (hopefully) will havelearned in the end: • Common wisdomis not alwaystrue (?!) • The coretasksof a normal manager • The coretasksof a greatmanager • Whatdoesthismeanfor HR? Didyou??
