I am sure that you have learnt many management techniques over the years
I know I have, and at that time or even now they are all pretty relevant depending on the circumstances. But for me this simple model epitomises what it is a manager should be doing with his people and whenever I am trying to solve a performance problem or individual issue I come back to this model and think "are these 3 elements in place?"
In one organisation I know a new MD arrived recently and was shocked to find that his managers are spending 80% of their week on the task and not spending their time coaching and training. Pareto's Law working against the business! Not a big surprise but the previous MD had pointed this out 3 years earlier! So why is it that the change still hasn't happened?
Lets look at each one in turn:
Clarity - does your team know what is expected of them, do individuals understand their objectives? How do you know? Have you asked them? Chinese whispers are rife particulalrly in large organisations and by the time the message has reached the botton line it has gone through several layers of "management" thinking and intepretation (plus rumours & gossip!) it has become distorted, so what the MD is asking for isn't what you are doing. And probably isn't what your team should be doing either! Keep testing, both above and below. Do not be afraid to challenge your boss's thinking if the MD is giving a different message. Ask your team member to explain back to you what it is they are supposed to be doing to make sure they understand.
Competent - so your team member knows what to do but can they do it? How do you know? Have you obeserved them doing the task? More than once? When was the last time? 20 years ago I was at a training programme all about developing and maintaining competence, at the time it was the buzzword. Our trainer asked us to come up with a deifinition of competence, we came up with "The ability of the jobholder to do the job to the required standards" then a coleague and myself added these words "when we're not there". It's important. Many people like to put on a show for their boss, but you need ot keep checking. And you need to keep training & developing your team.
Commitment - is your team member motivated to carry the task? WIIFM (what's in it for them)? Do you know why they come to work every day (or indeed why do you?), I'll bet you it is not about the money! We spend a third of our day at work so their will be many reasons that motivate us to do this. Find out from your team why they come to work and then structure your rewards accordingly. "I appreciate what you did today" goes a long way. Dale Carneigie once wrote "the best way to get what you want is by helping other get what they want" So you might need someone to stay late to make some customer calls, but that's because your the manager and its important to you. But why should I do it?
Keep asking questions, you might be surprised what you find out.
In one organisation I know a new MD arrived recently and was shocked to find that his managers are spending 80% of their week on the task and not spending their time coaching and training. Pareto's Law working against the business! Not a big surprise but the previous MD had pointed this out 3 years earlier! So why is it that the change still hasn't happened?
Lets look at each one in turn:
Clarity - does your team know what is expected of them, do individuals understand their objectives? How do you know? Have you asked them? Chinese whispers are rife particulalrly in large organisations and by the time the message has reached the botton line it has gone through several layers of "management" thinking and intepretation (plus rumours & gossip!) it has become distorted, so what the MD is asking for isn't what you are doing. And probably isn't what your team should be doing either! Keep testing, both above and below. Do not be afraid to challenge your boss's thinking if the MD is giving a different message. Ask your team member to explain back to you what it is they are supposed to be doing to make sure they understand.
Competent - so your team member knows what to do but can they do it? How do you know? Have you obeserved them doing the task? More than once? When was the last time? 20 years ago I was at a training programme all about developing and maintaining competence, at the time it was the buzzword. Our trainer asked us to come up with a deifinition of competence, we came up with "The ability of the jobholder to do the job to the required standards" then a coleague and myself added these words "when we're not there". It's important. Many people like to put on a show for their boss, but you need ot keep checking. And you need to keep training & developing your team.
Commitment - is your team member motivated to carry the task? WIIFM (what's in it for them)? Do you know why they come to work every day (or indeed why do you?), I'll bet you it is not about the money! We spend a third of our day at work so their will be many reasons that motivate us to do this. Find out from your team why they come to work and then structure your rewards accordingly. "I appreciate what you did today" goes a long way. Dale Carneigie once wrote "the best way to get what you want is by helping other get what they want" So you might need someone to stay late to make some customer calls, but that's because your the manager and its important to you. But why should I do it?
Keep asking questions, you might be surprised what you find out.
"I keep six honest serving men
(They taught me all I knew)
Their names are What and Why and When
And How and Where and Who."
Rudyard Kipling
(They taught me all I knew)
Their names are What and Why and When
And How and Where and Who."
Rudyard Kipling
