Thank Goodness It's Monday #430

GET THE JOB DONE

THROUGH OTHERS

Part Two

 

“So much of what we call management consists of making it difficult for people to work.” Management mastermind Peter Drucker rightly pointed that out.
 

But I bet we can each recall at least several glaring examples of bosses who often hurt progress as much as they helped others accomplish agreed-to mutual goals.
 



Steve Carell
who portrayed the well-meaning
but Peter-Principle-impaired boss
Michael Scott in the American version
of the long-running TV series
"The Office"

And now, having risen in the ranks –

 

We don’t want to be that boss, do we?

 

Damn right we don’t. So here, as promised last week, are the “back” half-dozen of 12 proven-in-action steps that enable good bosses to get the job done through others.

#7: Keep them involved, but free of your management burden.  The more people know about how the company is doing, the more they feel part of the company and loyal to it. But they don’t need to know everything you know all the time.

TGIM IDEA IN ACTION: The superior employee should also be an insulator.  When your boss is on the rampage and turning up the heat, the people you lead shouldn’t necessarily know it and suffer.  Presumably, since you’ve risen in the ranks, you’re being compensated at a level they are not. So understand this and act accordingly: What you’re getting extra pay for is to constructively dissipate that heat and to use it to achieve the company’s goals.

 

 #8: Honesty is the best policy.  Sincerity is a close runner up.  Some of your management responsibilities may preclude being entirely open with the people you supervise.  So when you can’t honestly share information with them, sincerely tell them just that.

TGIM IDEA IN ACTION: Never lie. Inevitably you’ll be found out your credibility will vanish like the dew in the morning sun. To gain the confidence of your staff, sincerely tell them that you can’t tell them … that as soon as you’re able you will tell them … then ask them to keep giving their all. Odds are they will, especially when you establish a reputation for keeping your part of the bargain.

 

#9: Put yourself in their place. You know what you want. You know what you mean to say. But the people you supervise will most likely hear what they expect.  And that’s seldom the same as the message you want to deliver.

 

TGIM IDEA IN ACTION:  Anticipate misunderstanding. Try to think as your people do and address concerns before they arise. But be ready to take action when you’re not clearly understood. Listen to what they say is bothering them. Empathize. Smooth ruffled feathers. This will calm most troubled waters.

 

#10: Be a benign dictator. It may come as a surprise to many employees but most businesses do not – and could not – run democratically.  Yes, everyone may be entitled to their opinion.  But the boss’ opinion, and the opinion of the boss’ boss and on up to line are what prevail.

TGIM IDEA IN ACTION #1: Strive to reach an accord whenever possible. But if it comes down to “their way” and what you’re absolutely convinced is “the right and only right way”, use your rank and tell them exactly what it will be and how you will be solely responsible for any negative outcome.

TGIM IDEA IN ACTION #2: If things come to a loggerhead, and you can’t break the jam, tell people to do it your way first and then also their way. Explain that this plan, while creating double work, will allow you to pass the results to higher management to judge the correctness of each action.

Payoff: Don’t be surprised if 99% of the time “their way” never gets tried. The rightness of your experienced view will likely reveal itself to the reluctant subordinate.

#11: Make profits and make time. The number one goal of every organization -- and even “not for profits” -- is to operate profitably.  That’s your managerial/leadership responsibility to the company.  Your responsibility to the people you oversee is to make time for everything they need from you to contribute to the profitability goal.

TGIM IDEA IN ACTION:  Whenever a subordinate wants to impinge on your time, strive to be accommodating.  Beyond emergencies, if you’re deeply involved in your own tasks or administrative procedures, you may ask for a delay.  But try to say when you’ll be available.  Make it sooner rather than later.  Then make it so.

#12: Big fleas have little fleas. The favorite piece of doggerel one manager shares with his people at appropriate moments goes like this: 

Big fleas have little fleas,

sit on their backs and bite ‘em.

Little fleas have smaller fleas,

and so on, ad infinitum.

What does this mean for you as a manager and the people who look to you for guidance?

 

Simply this: The better the job is done, the happier everyone up and down the line will be. So resist the urge to go easy on anyone who reports to you. If you must “get on their backs and bite ‘em” to get the job done right, do it. The consequences are being bitten yourself.

Caring is sharing. Hope you cared for these people-empowering nuggets and can use them effectively in the eventful days ahead.

Wrap-up Reminder: If you gained some new insight or found some “reminder” value in any or all of the 12-in-total people-handling guidelines, pass ‘em along to the people you rely on to get more and better work from others.

Sharing is caring. And the more people who can do things well, the more easily and better things will be done.

 

Gettin’ ‘er done every Monday.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com

P.S.  “The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully.” Writer, reporter, and political commentator Walter Lippmann (1889-1974) made that observation.