What greatmanagersdo

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Information about What greatmanagersdo
Business & Mgmt

Published on March 10, 2014

Author: donallong

Source: slideshare.net

Description

A summary of "What Great Managers Do" by Marcus Birmingham, HBR, 2009.

What Great Managers Do By Marcus Buckingham - New York Times Best Selling Author - Sec. of State Advisory Committee - Consultant and Guest Speaker The author reviewed over 80,000 managers through a Gallup interview process, which was followed by in depth interviews with top performers over 2 years. This lead him to discover what great leaders do: They find something unique about each of their people and then capitalise on them.

Checkers V’s Chess Average managers view people like a game of checkers… - All pieces are the same - Pieces are interchangeable Great managers view people like a game of chess… - Pieces are unique and move in different ways - Pieces have different strengths and are used accordingly - Integrated into a coordinated plan of attack Great managers can see the strengths in individuals and put them into positions that allow them to shine and find ways to help them to grow.

Three Levers To Use Make the most of strengths - Observe employees at work. Note what they do well & poorly. - Ask questions:: Tell me about your best/worst day at work in 3 months? -Focus on the strengths identified. Trigger good performance - Squeezing the right trigger increases performance (engagement). - Squeezing the wrong trigger can cause a shut-down (disengagement). - The most powerful trigger is recognition. Tailor to learning styles (3 types for adults) - Analysing: Take it apart, learn the parts, build it up again. - Doing: Learning happens while doing. “Trial & Error” are usual. - Watching: View the whole process start to finish. “Learn by looking”.

The Elusive “One Thing” The author suggests that the elusive “one thing” that great managers do can be identified. He views the “one thing” as a “controlling insight” and for an concept to be accepted as such, it must be meet three criteria… 1. It must be applicable across a wide range of situations. 2. It must not add to the situation. It must have a multiplying effect. 3. It points to precise actions that deliver improved results consistently.

In Summary… Marcus Buckingham states that at the heart of success is an appreciation for individuality. Managers must work to know their staff and how to incorporate their individualities into the over plan, rather than change a person and mould them to fit the role. They must tweak the environment to enable the individual needs, individual contributions and individual styles of employees to be set free.

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