managers manage - the insiders view

Managers Manage

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Every employee has a unique personality


Which means they are motivated by different things


Some are introverts


Others are extroverts


Some people are born to think through problems


Others use their feelings


Whatever the case, as a manager, I cannot change who you are in your core


Not only that……………


But those same people are also going through their own lifecycles


What motivates them now may be different from what motivated them last year


Whether the person is an introvert or an extrovert, they need different things in life at ages 1, 6½, 18,

24¼, 35, 51 or 64¾


Finally, the context of work keeps changing


Sometimes the strategy is too slow to support the status quo


Other times it is all about urgent and major change


As a manager


My job is to motivate


So if everyone is different and everyone is changing over time


And the nature of our work is changing too


I am unable to manage in a single style


There are 6 Management styles in my toolkit

1. Directive

2. Authoritative

3. Affiliative

4. Participative

5. Pace-Setting

6. Mentoring/coaching


Directive

• GOAL OF MANAGER

• Compliance

• The “do it the way I tell you” manager

• Closely controls employees

• Motivates by threats and discipline

• USE IT

• When there is crisis

• When deviations are risky

• AVOID IT

• Employees are underdeveloped – zero to low learning happens with this style

• Employees are highly skilled – they become frustrated and resentful at the micromanaging


Authoritative

• GOAL OF MANAGER

• Giving LONG TERM direction & vision

• The “Firm but Fair” Manager

• Closely controls employees

• Motivates by persuasion & feedback on task performance (KPI)

• USE IT

• CLEAR directions and standards needed

• The leader is credible

• AVOID IT

• Employees are underdeveloped – they need guidance on what to do

• The leader is not credible – people won’t follow the vision if they don’t believe it


Participative

• GOAL OF MANAGER

• BUILD commitment & consensus

• The “EVERYONE has input” Manager

• Encourages employee input in decisions (brainstorming)

• Motivates by rewarding team effort

• USE IT

• Employees working together

• Team have experience and credibility

• Steady working environment (targets being met, drive)

• AVOID IT

• Employees must be coordinated

• There are crisis. NO time for meetings

• There is a lack of competency – close supervision required


Affiliative

• GOAL OF MANAGER

• Create harmony among employees and between himself and employees

• The “People first, task second” Manager

• Avoid conflict & emphasises good relationships

• Motivates by keeping people happy

• USE IT

• USED with other styles

• Task routine, performance adequate

• AVOID IT

• Performance inadequate – affiliation does not emphasise performance

• There are crisis situations needing direction


Pace-Setting

• GOAL OF MANAGER

• ACCOMPLISH tasks to a high standard

• The “Do-It-Myself” Manager

• Performs many tasks personally and expects team members to follow the example

• Motivates by setting high-standards and expects self-direction from team members

• USE IT

• Employees are highly motivated, competent

• Little direction/coordination required

• When managing experts (targets being met, drive)

• AVOID IT

• When work load requires assistance from others

• When development, coaching & coordination required


Coaching

• GOAL OF MANAGER

• LONG TERM professional development of team members

• The “Developmental” Manager

• Helps and encourages development of team strengths and improve their performance

• Motivates by providing opportunities for professional development

• USE IT

• Skills need to be developed

• Employees are motivated and wanting development

• AVOID IT

• The manager lacks the expertise

• In a crisis


I am going to add a 7th style


Jedi Management – Just Do It……


Whatever the case, my job as a maturing manager is to master all of these styles…….


Work CONSTANTLY in progress…….


managers manage - the insiders view

Leadership & Management

input manager

developmental manager

fair manager

authoritative goal of

affiliative goal of

style employees

professional development

team effort use