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Managing the Moon Walking Bear

March 18, 2008 by admin

It is true that we don’t see with our eyes as much as with our brain. Sure the eyes capture the photons – but it is in the brain that we actually do the seeing – largely based on what we are looking for.

If you need proof, try this.  NB you will need to hear the soundtrack!

[youtube=http://www.youtube.com/watch?v=Ahg6qcgoay4&hl=en]

Our ‘findings really do follow our seekings’, and our brain only lets us see what makes sense in the context.

This is especially important when we start to form opinions about people or projects. If we believe that they are good – then all we will see is the good stuff (as our subconscious filters aout what does not fit in with our pre-conceived ideas). If on the other hand we think that people are bad or lazy then all we wil tend to see is the behaviour that serves to confirm our beliefs.

Learning to observe and feedback on a range of work behaviours in a non judgemental, non-evaluative way is a key skill for the effective manager.  BTW there is some evidence that women in general tend to be more open to ‘peripheral’ stuff, to pick up on the background and make more sense of it than men.  I wonder if there are gender differences in spotting the dancing bear!

Filed Under: Leadership, management, Uncategorized Tagged With: communication, decision making, feedback, Leadership, learning, management, performance management, practical, Uncategorized

The Challenge of Becoming a Better Manager

March 12, 2008 by admin

Dark Arches
(Image supplied by Deborah Benbrook – a great ‘Leeds’ photographer – click the image to see some more of her work)
I work with managers who are trying to get better at their craft. Much better. They want to be the kind of manager who supports a team to do amazing work. To help others to really deliver to the best of their potential, both individually and as a team.
We use a set of management tools and techniques that could be described as ‘enlightened’. They are certainly based on an assumption that people are intrinsically good and want to perform well and develop their potential. However this means facing a dark truth – especially when talking about managing under-performers. No-one knowingly recruits an under-performer. And very few new recruits start off that way. There is something about the work context, something about what we as managers do that influences some people (sometimes the majority) to settle for less than their best. And it can be easy for managers to collude with them especially if that is the ‘culture’ of the organisation.
There are several reasons why making a transition to being a significantly better manager can be so difficult.
  • Firstly you have to be prepared to be obsessed by high performance, improvement and making the most of potential. Organisational rhetoric will always advocate this. However, in practice the rhetoric of excellence is dropped in favour of more pragmatic and easily achieved compromises.
  • Secondly, enlightened management practices can feel very uncomfortable especially to begin with. They are not our default management style. Our spontaneous management style is an expression of our deeply held, often subconscious, values and beliefs. And sometimes these are driven by more more traditional management concepts of power and control and more of a focus on the task than on developing the potential of the team to deliver excellence. So we wrap ourselves in the tools and techniques of enlightened management but underneath there is always a little voice saying ‘Just give a few orders, crack a few heads and get things done’. Only if we persist will we recognise that relationships are improving, more initiative is being shown, teams are performing better and genuine progress is being made. Only then will the nagging voice encouraging us to revert to the old fashioned ways start to fade away. And this is a process of substantial personal development. It is the process of becoming a different person with different attitudes and beliefs about what ‘excellence in management’ is all about. Now the tools and techniques of ‘enlightened management’ feel much more congruous with who we are as a person.
  • The third difficulty is the response of your team and the wider organisation to your changing management style. You start to use regular 121s, you give and seek feedback – frequently. Furthermore you expect it to be acted upon. You start coaching – everyone in your team – and expecting things to get better on a weekly basis. And you delegate consistently and well – not from a place that says ‘I can get some of my work done by others’ – but from a place that says ‘giving people the opportunity to take on these challenges will help them to develop and keep them interested an fulfilled in their work’. And what response do you get? Often it is a combination of surprise, discomfort, antagonism and disbelief. Usually there is a hope that if we can just keep things quiet for a while you will get over whatever training programme you have been on and things will get back to the mediocrity that passes for normal.
So the challenge of becoming a better manager is not an easy one. However it is not about mastering tools and techniques or acquiring new skillsets (although there maybe a little of this stuff). It is actually about recognising that there is a better way to manage and having the commitment and the discipline to pass through the discomfort of putting it into practice.

Filed Under: Leadership, management Tagged With: 121s, change, coaching, communication, delegation, feedback, Leadership, learning, management, one to ones, performance improvement, performance management

Maslow on Management

March 6, 2008 by admin

 

Maslow on Management

First published back in the 1960s Eupsychian Management made neither the best sellers list nor the bookshelves in airports and railway stations. In fact it barely sold its first modest print run. No doubt this was in part because the business book industry had yet to take off, and in part because of his obscure choice of title. Re-published as ‘Maslow on Management‘ almost 40 years later it seems to be creating a bit more of a stir.

Maslow was one of the the fathers of ‘Third Force’ or ‘Humanistic Growth’ psychology. (First force psychology was that of the Freudians and Jungians; second force was that of the behaviourists – Skinner and his pigeons.) Third force or human growth psychology was developed by Freud, Rogers, Fromm, Adler and Maslow as a serious attempt to understand human potential and how it can best be realised.

In the early 1960s Maslow spent a summer observing life in a business and maintained a journal that reflected his observations and thoughts on  the practice of management and the relevance of third force psychology to the world of commerce – and vice versa. This journal became ‘Maslow on Management‘.

Maslow was a contemporary of Drucker and one of the things he found was that much of what Drucker had written about effective and efficient management as a theorist and consultant with no psychological training was aligned with Maslow’s own thinking. Management theory and Third Force Psychology converged on a set of ‘truths’ about management and the realisation of human potential – individual, team organisational and social. Wow!

As Maslow said:

…this is not about new management tricks or gimmicks or superficial techniques that can be used to manipulate human beings more efficiently. Rather it is a clear confrontation of one basic set of orthodox values by another newer system of values that claims to be both more efficient and more true. It draws on some of the truly revolutionary consequences of the discovery that human nature has been sold short.

Filed Under: Leadership, management Tagged With: change, drucker, enterprise, entrepreneurship, Leadership, learning, management, maslow, performance improvement, performance management, progressive management

PMN at Hamara Healthy Living Centre

February 29, 2008 by admin

Images from Hamara

The Progressive Managers’ Network is coming to South Leeds, in partnership with the Hamara Healthy Living Centre.

Would you like to learn a management tool that is guaranteed to:

  • Save you time
  • Increase levels of trust in your team
  • Improve communication
  • Make you a noticeably better manager
  • Get more done – more quickly
  • Accelerate the professional development of your team, and
  • Reduce the pain of performance reviews?

The launch event, Brilliant 121s, which will be free of charge is to be held on April 29th with other dates planned as follows:

28th May – Giving and Getting Great Feedback NB -date changed from 27th

24th June – Practical Coaching for Progressive Managers

15th July – Effective Delegation

At the event you will get a free gift to help improve your management worth more than £25.

Places are strictly limited so please book your place online here. Or call me for more information on 0113 2167782.

The first event is free of charge.

Subsequent events will be charges at £120 per session. We will be offering a limited number of reduced price places at just £20 per session. Please get in touch and make your case to secure a reduced cost place.

If you know of a manager who might be interested please forward them a link to this page.

Filed Under: Leadership, management Tagged With: event, Leadership, learning, management, one to ones, performance improvement, performance management

The point of the excercise?

February 28, 2008 by admin

The point of the exercise is to do work you care about with people that matter.

Managers who can help employees find the ‘space’ to do work that they care about with people that matter will soon find themselves recognised as an outstanding leader of a high performing team.

  • Do you know what your team members care about – really?
  • Do they get to work on those things?
  • What are the success stories that show that your organisation and its people (still) matter?
  • What can you do to make your company ‘matter’ more?

Filed Under: Leadership, management Tagged With: change, Leadership, learning, management

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