do managers need to be liked?
DESCRIPTION
In the world’s largest study of what makes a manager effective, one thing came out way above all else: strong working relationships. But what does a “strong working relationship” look like? And how you can you equip managers to form, nurture, repair, adjust and recalibrate their relationships with people at work? In this 30 minute webinar you will learn: - Just how much relationships affect a manager’s performance - What an appropriate working relationship looks like and how to avoid blurring the boundaries - The 3 C’s – Credibility; Consistency and Connectedness that underpin trust in good working relationships - The greatest relationship challenges, such as the shift from buddy to boss, and how to navigate them - A practical solution to equip your managers so they consistently build working relationships that work Presenters: Octavius Black, CEO, Mind Gym and Cathy Walton, Creative Director, Mind GymTRANSCRIPT
Relate Do managers need to be liked?
Octavius Black CEO, Mind Gym @octaviusblack Cathy Walton Creative Director, Mind Gym @themindgym
© Mind Gym
© Mind Gym
What difference do managers make?
2 Source: Mollick, E. (2012). People and process, suits and innovators: the role of individuals in firm performance. Strategic Management Journal, 33(9), 1001-1015.
Designer Firm Producers (middle managers)
Other factors (game genre and
market)
48% 23% 21% 8%
Impact of different factors on revenue for computer games
% C
ontri
butio
n to
com
mer
cial
su
cces
s
© Mind Gym
The 7 talents of a manager
3
One matters more than all the rest
© Mind Gym
Relate:
4
Acceptance of change
Acceptance of performance feedback
Job performance
Satisfaction and turnover
Career success
Buffer against stress
Innovation
Higher productivity greater sales
The quality of the manager – employee relationship has a direct impact on:
© Mind Gym
Do I need to like someone to have
a good working relationship with them?
What do I do if I have to deal with
underperformance of someone I have a friendship with?
How do I balance being liked and
respected? How do I lead
the team and be part of it? Yet not be
one of them
How do I avoid inadvertent favouritism?
© Mind Gym
© Mind Gym
Compounded by:
6
Generation Ys and Millennials
demand informal management style
Awards for being a ‘great place to
work’
360 feedback/ ESS = a popularity contest/ surrogate for performance
management
Popularity of emotional intelligence
and authentic leadership
Social capital as political power especially in high sociability cultures
Talent management can become retention at
any cost
© Mind Gym
So what makes a working relationship work?
7
© Mind Gym
1. Remember why you are here
8
the hero a counsellor liked
As a manager, your job is to deliver for the company.
The relationship is there to enable you to deliver; it is the means to the end not the end in itself
It’s NOT about being
© Mind Gym 9
Determinants of successful partners in a professional services
2. Keep emotional control Self-regulation trumps all
Above TP
Below TP
Ann
ual p
rofit
$0m
$0.5m
$1m
$1.5m
$2m
Self-motivation Self-regulation People management
Cognitive
TP = the tipping point, the point at which the behaviour has been demonstrated sufficiently by a partner to create outstanding financial performance.
© Mind Gym
Trip wires and alarm calls
Fight… or flight… or freeze…
or just right.
10 © Mind Gym
© Mind Gym
3. Set the boundaries (you’re in charge) Formally and informally contract
to create the right levels of:
• Intimacy • Involvement • Control
For you and for them
© Mind Gym
© Mind Gym
A fine managerial balance
12
Too distant Too close Appropriate
Priority Task Outcome Relationship
Feedback None Descriptive feedback Praise
Poor performance Generalised Raise, discuss, move on Forgive/ignore
People orientated decisions Justice without mercy Justice with mercy Mercy without justice
Team members’ feelings Disinterested/ avoidant Empathetic Intrusive
Team members’ wellbeing Unaware Attentive Protective
Manager’s personal life Secretive/private Selective sharing Indiscreet
Team member’s life outside work
Detached Interested Intimate
Team dynamics Not bothered Impartial Colluding/favouritism
Availability Absent Accessible Ever present
Sees themself as Boss/controlling parent Manager/adult Friend/nurturing parent
© Mind Gym
We all have psychological needs…
13
...however tempting to get these met by our team, it’s a great mistake.
Liked
Understood
Involved/part of something
Admired/approved off
Valued
Safe
Independent/autonomous
Top dog
© Mind Gym
Ruptures Someone in your team • Slightly frightens you/is aggressive • Complains about you to colleagues/boss • Consistently ignores/defies you • Shows you up • Lets you down • Is too close too soon • Patronises/belittles you
Or you • Overstep the mark • Get too close to manage performance • Collude for the sake of comfort • Undermine your own authority
and accountability • Fester and so withhold/punish
• Own the quality of the relationship
• Step back and look in
• Initiate repair attempts Apologise/Forgive and move on
• Have the critical conversation.
• Don’t withhold a repair attempt
And Repairs
4. Reinforce and repair the boundaries
15 © Mind Gym
© Mind Gym
5. Build trust over the long haul
Connectedness + Credibility + Consistency
15
© Mind Gym
Working relationships work when…
1. Remember why you are here
2. Keep emotional control
3. Set the boundaries
4. Reinforce and repair boundaries
5. Build trust over the long haul
© Mind Gym
© Mind Gym 17
The sherpa manager
© Mind Gym
© Mind Gym
Mind gym workouts
18
Manager Talent Example Workouts: This can be primary or secondary depending on your needs
Relate
Energise
Execute
Direct
Innovate
Thrive
Coach
1 million Participants
1,200 Companies
250 Coaches
30 Languages
40 Countries
2013 Learning Company
of the Year
New York
London
Dubai
Singapore
NA/DR3301/270214
United Kingdom Mind Gym Ltd 160 Kensington High St, London, W8 7RG, UK t: +44 20 7376 0626 / f: +44 20 7937 5263
@themindgym @octaviusblack
© Mind Gym