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Spot and Nurture Part I
Identifying and Selecting the Best Managers From Your Laboratory Staff
Ron PickettLab Manager Magazine
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Objectives: Identify the skills that highly
competent scientists and technologists need to meet the demands of management.
Consider the history and unique characteristics of your organization.
Develop a selection list for comparing the available candidates.
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Introduction “How did you get to be a
manager?” Past history with selecting
managers. Fitting into company programs.
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Review Current System Key elements. What works. What doesn’t!
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What does it take to change the future?
Characteristics, actions and skills necessary for successful change agents:
1. Recognize and flaunt the great skills we can bring to the party.
2. Select managers based on their ability to imagine, visualize and communicate a viable and vibrant future.
3. Improve communication skills and strategies.
4. Reward involvement in company politics.
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What does it take to change the future?
5. See change as an opportunity rather than a threat.
6. Build strong relationships outside the lab.7. Ask tough, challenging questions.8. Get involved in the regulatory changes that
are required by advances in technology.9.Demand more from our suppliers and
equipment manufacturers – they need to help us look at the impact of their advances beyond cost, speed and accuracy.
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Self Test1. Do I like collaborative work? 2. Do I tend to become the leader of groups
in which I find myself? 3. Have I ever volunteered to coach or tutor
others? 4. Do I find it intriguing to work on thorny,
ambiguous problems? 5. Do I cope well with stress (e.g., extended
hours, tough personal decisions)?
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Your Staff Separate yourself from your
emotions Inside or outside The Downside!The Psychobarbarian ManagerBy Ronald B. Pickett The Lab Manager October 2011
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Management Competency Model What it means. How it’s developed. KSA’s Levels of Competence. Emotional Intelligence.
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A Real Model
Problem Solving Cluster Interpersonal Influence Cluster Leadership Cluster Personal and Corporate
Effectiveness Cluster• The Competent Manager; A model for Effective
Performance• R. Boyatzis
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Review the Competency Model
Which competencies are naturals for Scientists, and other Lab professionals?
Which are stretches? Which really go well beyond the
normal role of staff? Which truly define effectiveness?
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Problem Solving Cluster Conceptual Thinking. Innovative Thinking. Strategic Orientation.
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Interpersonal Influence Cluster Impact and Influence. Listening, understanding, and
responding. Networking. Teamwork.
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Leadership Cluster Change Leadership. Sharing Responsibility. Holding People Accountable. Team Leadership.
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Personal and Corporate Effectiveness Cluster
Results Orientation. Commitment to Learning. Client Service Orientation. Concern for Political Impact. Flexibility. Organizational Awareness. Planning and Initiative.
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Selection and Analysis Model Strategic Orientation. Networking. Sharing Responsibility. Concern for Political Impact. Organizational Awareness.
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Strategic Orientation Demonstrates a working knowledge of
the capabilities, goals, and vision of the department.
Takes calculated risks based on economic, mission, and political issues, trends, and processes as they relate to the strategic objectives of the department and its linkages with the direction of the organization.
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Networking Establishes and maintains a network
of contacts to help understand emerging issues and make informed decisions.
Identifies who to involve and when and how to involve them to accomplish objectives and minimize obstacles.
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Great managers have the following talents: They motivate every single employee to take
action and engage them with a compelling mission and vision.
They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
They create a culture of clear accountability. They build relationships that create trust, open
dialogue, and full transparency. They make decisions that are based on
productivity, not politics.
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SUMMARY Prepare For Next Webinar
Date: May 21, 2014 Bring a list of your staff
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References and Resources1. Boyatzis R. The Competent Manager - A Model for Effective
Performance. New York; John Wiley and Sons: 1982.
2. Peter L, Hull R. The Peter Principle: Why Things Always Go Wrong. New York; William Morrow & Company, Inc: 1969.
3. Pickett, R A Tale of Four Quadrants Vantage Point, April 2006, Volume 10, Number 4)
4. Pickett, RB The Psychobarbarian Manager, Lab Manager Oct 2011
5. Pickett, RB Leading Change. Lab Manager, May 2010 6. http://www.bredemeyer.com/pdf_files/
PoliticsCompetency.PDF7. http://www.employeeservices.gov.sk.ca/LMcompetencies
8. http://blogs.hbr.org/2014/03/why-good-managers-are-so-rare/
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Spot and Nurture Part II
Identifying and Selecting the Best Managers From Your Laboratory Staff
Ron PickettLab Manager Magazine
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Objectives Continue review of Competency Model Begin assessing staff List opportunities for observation and
evaluation List opportunities for “Nurturing.”
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Sharing Responsibility Shares responsibility with individuals
and groups to increase their sense of commitment and ownership.
Assists in the coaching, learning, and development of others.
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Concern for Political Impact Is aware of how departmental issues,
program policies, and decisions impact others while being sensitive to the differing needs/agendas of various stakeholders.
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Organizational Awareness
Acts with an understanding of the department and organizational purposes and processes and makes departmental changes to resolve issues or problems.
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Emotional Intelligence Political Awareness
Accurately read key power relationships. Detect crucial social networks. Understand the forces that shape views and
actions of clients, customers, or competitors. Accurately read organizational and external
realities. Daniel Goleman Working With Emotional Intelligence
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Staff Assessment List the staff members you need to
consider. Identify positive attributes of each. Consider development opportunities. What don’t you know?
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Compare the candidates in your recruiting pool with the appropriate management competencies.
Select the laboratory professionals with the best management potential.
Develop the elements of a plan for individual assessment, coaching, and nurturing.
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Staff Assessment
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The Future The selections you make now may
manage a far different organization than currently exists.
What trends will have the greatest impact on your successor?
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Staff Assessment
COMPETENCY Person 1 2 3
Strategic Orientation Networking Sharing Responsibility Concern for Political Impact Organizational Awareness
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Opportunities for Observation
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Opportunities for Observation Assign staff members to committees,
task forces, or projects. Give them leadership responsibilities
at department-wide meetings. Ask them to attend a relevant
association meeting.
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Opportunities for Observation (Cont.) Discuss their off-the-job activities,
including education, clubs, church, etc.
Send them to a management development or training activity.
Assign them a written project report on a topic related to the laboratory.
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What’s his day job?
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What to Observe Watch for the individual’s level or
intensity of involvement. Observe nonverbal communication. Pay attention to the questions they
ask . Set up challenging situations. Ask them what they think about
management.
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Questions to Ask Yourself Do they participate in discussions
during department meetings? Do they coach or teach new skills to
others? Do they take a leadership position? Do they ask “Why” questions?
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Power What is their attitude about power? Do they question authority? In a
positive or negative way? Can they differentiate power that is
necessary to be an effective manager from power that is purely for self-aggrandizement?
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Alternative models Good to Great
Humility + Will = Level 5 LeadershipGood to Great
Jim Collins
Quiet Leaders Put things off till tomorrow. Pick your battles. Bend the rules, don’t break them. Find a compromise.
We Don’t Need Another Hero,Joseph L. BadaraccoHBR September, 2001
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Working the Plan Explain and coach your employees
toward the management competency model.
Be objective – site specific examples of behavior and areas for improvement
Reward achievement. Expect slow progress (it took us a
long time to get the way we are).
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Working the Plan (Cont.) Describe what employees can expect if
they do become a manager. Hold rehearsals and practice sessions. Use performance appraisals to focus
on future development.
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References and Resources1. Boyatzis R. The Competent Manager - A Model for Effective
Performance. New York; John Wiley and Sons: 1982.
2. Peter L, Hull R. The Peter Principle: Why Things Always Go Wrong. New York; William Morrow & Company, Inc: 1969.
3. Pickett, R A Tale of Four Quadrants Vantage Point, April 2006, Volume 10, Number 4)
4. Pickett, RB The Psychobarbarian Manager, Lab Manager Oct 2011
5. Pickett, RB Leading Change. Lab Manager, May 2010 6. http://www.bredemeyer.com/pdf_files/
PoliticsCompetency.PDF7. http://www.employeeservices.gov.sk.ca/LMcompetencies