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Urgency and Influence: The Role of the Manager in Uncertain Times

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The news is full of ‘sub-prime crises’ and ‘credit crunches’.  Whether we are on the edge of a real recession, or just talking ourselves into one, I am not sure – but either way it is sensible to prepare for rougher times ahead.

Heading for the Storm

At these times good managers know how to develop a sense of urgency in the organisation to make sure it is ‘battened down’ when the storm hits. They set deadlines, chase progress and generally tighten up on both effectiveness and efficiency. By making sure that everyone is engaged in ‘doing something’ they manage to keep morale high and opportunities to wallow in self-pity to a minimum. They develop contingency plans, including drastic measures such as redundancies should they be necessary.
The very best managers maintained this sense of urgency when the waters were calm and progress was good.  They truly were making hay while the sun shone.  The focus of the urgency in such times should be more strategic:

  • building high performing teams and cultures – capable of creating more value at lower cost than the competition – through recruitment, development and retention
  • scanning the environment to see where the next storms are brewing and plotting the best course available
  • building customer loyalty and commitment so that the customer base is retained when things get rough

The average and the great manager are also separated, in my book, at least by the way that they handle the whole concept of influence and control. The average manager looks on tough times as ‘just one of those things’ that ‘we will get through somehow’. They become almost passive, certainly defensive, victims of the economic downturn, just trying to keep the wheels in motion until ‘things pick up’.The very best managers have a story to tell and a plan to put in place that will give the organisation every chance of coming through unscathed.  They actively manage the situation and ensure that everyone is engaged in looking for ways to drive up value and reduce costs.  Managers who have been using 121s effectively for a while will find they really come into their own as they can help to dispel rumours and keep everyone focused on the required objectives.

PMN Partners With Doncaster CVS

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Doncaster CVS
The Progressive Managers’ Network is partnering with Doncaster CVS to launch the network in Doncaster. PMN offers bite sized, fiercely practical, management training to help you succeed. The first training event is free of charge so that you can try it without risk.
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?

Then come along to a free introductory session of the Progressive Managers’ Network at the Doncaster CVS on March 13th from 13.30 to 16.30.

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 for more information on 0113 2167782.

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

Future Dates for PMN in Doncaster:

April 9th – Giving and Getting Great Feedback

May 14th – Practical Coaching for Managers

June 18th – Effective Delegation

July 16th – Effective Time Management

All workshops run from 13.30 – 16.30.

121s and the Return on Investment in Relationships

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Tom Peters encourages managers to obsess on R.O.I.R – the Return on Investment in Relationships.

Usually what has to be invested is not cash – but time. And the challenge is to invest that time effectively.

For me, without doubt, the most effective tool for ROIR with employees is the 121. These are structured, documented 30 minute meetings held with each member of staff, every week. They provide the most effective ROIR with employees that I have ever seen.

ROIR through 121s comes in many forms:

  1. increased staff retention
  2. improved productivity
  3. recognition and acknowledgement of progress
  4. appreciation of those who are performing well
  5. identification of under performance and early resolution
  6. promotion of behaviours that reinforce strategic goals and values
  7. increased tempo of coaching to develop potential and performance
  8. deeper professional relationships
  9. increased trust
  10. increased influence
  11. increased responsiveness
  12. better support of team members in their work
  13. conduit for ideas from the front line to be heard and acted upon
  14. management support for every member of the team – every week
  15. improved communication and focus on what matters
  16. progress made and recognised on a weekly basis
  17. increased sense of urgency in the team
  18. encourage individuals to think through their contribution to team or organisational objectives
  19. increased initiative and enterprise
  20. planning remains flexible and dynamic
  21. documentation makes performance reviews simpler and less contentious
  22. barriers to high performance are removed
  23. factors contributing to poor performance are identified and resolved
  24. formal opportunities for delegation
  25. feedback – both given and received
  26. increased employee engagement
  27. improved knowledge management and knowledge sharing
  28. better talent management and development
  29. increased creativity
  30. more responsibility taken voluntarily by more people
  31. reduced absenteeism
  32. more diversity as 121s recognise that ‘one size fits one’

Perhaps some of these are things that you as a manager need to work on. If you are already using 121s then think how you can use them more effectively for the things that matter most to you and your business.

If you are not already using 121s then you have a tremendous opportunity to improve your management practice.

By the way – additions to the list are very welcome!

Something for Nothing in Halifax

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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?

Then come along to a free introductory session of the Progressive Managers’ Network at the Elsie Whiteley Innovation Centre on March 26th from 13.30 to 16.30.

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

Listening, 121s and Tom Peters

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I have been an avid reader of Tom Peters since in Search of Excellence.  Must be almost 20 years!

He put a post on his blog today that for me captures the purpose of weekly 121s.  It is about establishing a relationship in which you can listen respectfully- and in which the person you are managing can tell you important stuff.  Tom says:

“Listening may or may not be an “act of love” or way to “tap into people’s dreams,” but it sure as hell is:

  1. an uncommon act of courtesy and recognition of worth from which
  2. you will invariably learn amazing stuff if you can just keep your damn mouth shut and ears open with an expression of interest on your face and
  3. it will build-maintain relationships beyond your wildest dreams. “

Courtesy, respect and recognition.  Learn amazing stuff.  Keep your mouth shut.  be interested.  Build relationships.

Not a bad set of outcomes for a managers who is willing to put in the effort.