The Happy Burro

You’ve read the books, attended the training, maybe even passed a test or two. You have subscriptions to Fortune, FastCompany and Harvard Business Review. Tom Peters’ blog is a daily read. You know more about Peter Drucker than you do your own family.

NOW you’re ready to manage people!

Right? You mean you can’t just jump in and get it done? Having trouble translating books and classes to the real world? What sort of support do you need?

PERFORMANCE SUPPORT

There are four key areas that new managers need to understand. These areas may not overtly exist in your organization. Search for them and know them well before you start managing people. Managing people is THAT important!

1. Messaging - “this is what we expect from our leaders and this his how we do it here” - this should come from a senior leader and be supported by all leaders in the business. Usually the company credo works just fine.
2. Culture - is the culture in your organization one of a group of “do-ers” or independent contributors that are used to blazing their own trails?
3. Team - are you planning to get every member of your team to be promoted from the ranks to manager or higher-level management? Are you OK with team players - those that know how to follow?
4. Models - Is there a framework or way of managing that you’ve experienced that you like? What about mentors?

By now you’re wondering why I haven’t mentioned attaining an MBA, attending an internal or external ‘leadership’ training course, or spending a weekend with a ‘leadership consultant’ whipping you with PowerPoint and trying to sell their next book. That’s because any sort of formal training is just 10% of the equation. Want to know what the other 90% is? Click here.

With these performance support tools, you’ll be able to excel as a manager!

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Check out Jim Stroup’s interesting take on the relevance of an MBA to leadership!

Joe Raasch :: Mar.29.2008 :: Change Management, Employee Engagement, Innovation, Leadership, Performance Management :: No Comments »

“Illegitimi Non Carborundum” - in mock Latin this means, “don’t let the bastards get you down!” In practicing and managing many or all of the 12 Issues Managers Face in the Workplace, you’ll notice a few additional issues to contend with.

The most significant issue is that you will be demanding excellence from yourself, and expecting excellence in your team and organization.

Individual Effect

Once you give yourself permission to bring your “A game” every day, you’ll wake up refreshed and excited to get going on your work. Problem is, you might find those around you a bit surprised that you are so motivated. Especially if you hadn’t been bringing that “A game” so often. This change is not that different from getting a new haircut, a new pair of glasses, or losing a lot of weight. People will see you differently, experience you in a different way. You’ll act different. Most importantly, you will feel different!

Team Effect

If your team isn’t used to being accountable for delivering projects on time, on budget and with superior quality, this expectation of excellence will be a big change. Resistance will be shown, or not (think passive/aggressive) and a certain ’soreness’ like a workout, will be felt. Keeping tight to goals and objectives will require your team to either get on the train, or feel left behind. Know that this is their issue, not yours.

I heard a story a few weeks ago about a team that went through some wrenching ‘excellence’ changes. One of the biggest resistors started wearing a tie a few months into the changes. When asked why he voluntarily started dressing more professionally, he said, “Things are better now. I have a new level of excellence to attain. I want to wear a tie.” The employee made the unprompted change. This change in dress code was not part of any methodology or excellence plan.

Organization Effect

Others in organizations are more reactive than proactive. Giving and requiring excellence are proactive and will bring out some significant reactions in your organization. You’ll start getting inputs on time. People will improve their quality to you, knowing that it will come back if they don’t produce. Others will openly try to pick apart everything you do. Remember, you have to deliver more excellence that you could ever expect to receive. There should never be any question of excellence in your work. Let the naysayers do what they wish - excellence is the path to accomplishing your goals and the mission of your organization.

Remember: “Illegitimi Non Carborundum!”

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Be ready for the change around you when you start to change. Be a student of the game! Keep your stance of curiosity. You will be amazed at what a difference one person, one team, can make in an organization. There is no need to defend excellence.

Joe Raasch :: Mar.22.2008 :: Change Management, Employee Engagement, Leadership, Organizational Development, Performance Management :: 5 Comments »

The past several weeks I’ve been writing about Issues Managers Face in the Workplace. Here is a recap of the 12-part series:

1. The Problem Employee
2. Setting The Agenda As A Manager
3. Managers Have Choices
4. Do Your Employees Buy In Or Tune Out?
5. Motivating Your Employees During Tough Times
6. Managing People: the Sisyphean Challenge
7. Evidence-based Management of People
8. Emotional Intelligence and Managing People
9. Super Tuesday and Making Room for Change
10. Management and Why the Giants Won Super Bowl XLII
11. Management and Playing Dirty
12. Occam’s Razor and Complicating Matters as a Manager

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In the coming weeks we’ll be exploring topics such as workplace politics, the four Es of leadership, how much formal education is enough, betrayal, and many other subjects - stay tuned!

Joe Raasch :: Mar.09.2008 :: Change Management, Employee Engagement, Leadership, Performance Management :: 1 Comment »