What do we value more? Actions or words?
Over the next few weeks we’ll be exploring the relevance and importance of actions versus words. This will be a series and cover subtopics such as when actions and words do not match; when actions and words match and no one believes it; and if it is truly difficult to have actions equal words.
Joe Raasch :: Jul.26.2009 :: Uncategorized :: No Comments »
I just finished reading Lead Well and Prosper by Nick McCormick. (Full disclosure: I received a free copy of this book.) In this manager-focused book the author addresses “15 successful strategies for becoming a good manager.” There isn’t anything in this book you haven’t already read somewhere else. The question is…what ARE you doing to become a good manager?
“Don’t give up! Work hard. Follow through. Have patience.”
- Nick McCormick, pg. 58
What Is Easy Is Hard
Why read another book that details the basic concepts we all “know”? Because if we were all good managers, there would not need to be reminders such as this book to bring us back to reality. This is not about what is new and the latest fad or trend in “leadership.” Everyone promoted to lead people for the first time should get a copy of this book and read it cover to cover before beginning their assignment.
Key Chapter
Of the 15 strategies for becoming a good manager, number 13 is by far the most useful, influential and difficult to maintain:”Do what you say you’ll do.”
Imagine if everyone’s words matched their actions! Try to focus on that for just week, even a busy day. Not as easy as it appears.
__________________
I recommend this book for anyone considering managing people, or if you need a refresher on the basics of what is important in being a good manager.
Joe Raasch :: Jul.12.2009 :: Employee Engagement, Leadership :: No Comments »
Leading people is one of the hardest, most joyful, thankless, and important roles in an organization. (originally published November, 2007)
Why This Matters
When you’re working with paper, pens, PowerPoint, ideas, thoughts, whiteboards – no worries. These are all inanimate objects. Not so with people. Every bit of productivity in an organization plays out in the relationship between a manager and their team: engagement, performance management, goal achievement, change management. As a manager you have untold influence on the outcomes of the team, department, division, company!
______________________________________________________________
“People leave managers, not companies.”
(First, Break All the Rules: What the World’s Greatest Managers Do Differently – Buckingham and Coffman, Simon & Schuster, 1999).
______________________________________________________________
Accepting a position where you’ll have a person, or team of people, reporting to you, is one of the highest honors one could receive in the workplace. Why? The development of a bond of trust that is implied, interdependent, and critical to success.
Trust Me
Just like a good parent, as a manager your work, intentions, communications, and actions are to be trusted and respected by your team. This doesn’t mean you need to be popular, likable, considered a friend, or even all that charismatic. These attributes are helpful, but shouldn’t be chased in lieu of respect and trust. The problem is, this trust is earned, not given with the new ‘manager’ title on your business card or office door.
With A Servant’s Heart
The reality of being boss is that there is a cost. You may get the title, the office, the increase in variable compensation, a feeling of a little power when you get your team. Now the work begins. Besides your work each day, you have to bring your best self to the office, as you are now under the intense scrutiny of your team. Each word, each action, each mood you display, affects your team. Scary? Indeed. If you approach each day with the intention of serving your team versus managing them, you’ll see that the work can be the most gratifying you’ll ever undertake. A nuance, to be sure. Working with your team with a servant’s heart doesn’t mean not making goals or letting people on the team run over you.
Call To Action
If managing people is so important, how do you organize your day to get the best out of the team, and to keep earning that trust each day?
1. 30% on people, teaching and coaching.
2. 10% on governance, ethics, compliance.
3. 60% on operational reviews, metrics reporting, and strategic planning.
If you cannot commit, serve, work extra hard every day to engage, promote, lead, teach, and learn from your team, please consider a different profession. No one is ever rewarded for failing. Failing with people is not an option. Managing people is a calling. Don’t abuse the privilege.
There are many professions that need strong individual contributors – go there, do well.
Joe Raasch :: Jul.12.2009 :: Employee Engagement, Leadership :: 1 Comment »