studies in terror: becoming a people manager
Post on 18-Oct-2014
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DESCRIPTION
I was first given “people management” responsibility when I was in my 20s—and my first two “direct reports” were guys older than my Dad. As it slowly dawned on me that I was responsible not just for “people management” but for these folks’ careers—which were a major focus of their lives—I was terrified. Once I saw through the corporate euphemisms, I realised: 1) how important being a good manager is (after all, most people don’t leave their company, they leave their boss) 2) that I was so scarred by my own poor experiences with managers that I didn’t know what “good” looked like. Over the following years I did a bunch of research, got some great mentors, and tested a bunch of different approaches. Let’s talk about how scary and how important great people management is, and how we can get better at it.TRANSCRIPT
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Meri Williams, ChromeRose @Geek_Manager
Studies in Terror: Becoming a People Manager
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Meri Williams, ChromeRose @Geek_Manager
h@p://www.flickr.com/photos/kodomut/3667608102/
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
“We want to give you people management responsibiliPes”
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
PEOPLE
MANAGEMENT
I heard…
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
PEOPLE MANAGEMENT
This is mostly the story of how I realized it was really…
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Meri Williams, ChromeRose @Geek_Manager
But first, let’s look at some of the scary realiPes…
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
1) You (probably) won’t have the most experience
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
2) You won’t be the smartest
(and if you become the smartest, you’re Doing It Wrong)
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Meri Williams, ChromeRose @Geek_Manager
[I considered making a collage of all the people I’ve managed who are smarter than me, but they
a) wouldn’t all fit on a slide and b) I really suck at collages]
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Meri Williams, ChromeRose @Geek_Manager
3) Being a good maker/do-‐er doesn’t equip you with people
management skills
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
4) These are real people. With real lives, families, traumas, triumphs.
Your people will go through things
you haven’t had to face yet.
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
TradiPonal management beliefs are a pile of crap
h@p://commons.wikimedia.org/wiki/File:Elephant_Dung.JPG
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Meri Williams, ChromeRose @Geek_Manager
WHAT DOES WORK? Sooo….
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Meri Williams, ChromeRose @Geek_Manager
Across industries, across countries, the
best performing teams answer certain
quesPons posiPvely
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Meri Williams, ChromeRose @Geek_Manager
Predictors of High Performance 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogniPon or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is
important? 9. Are my co-‐workers commi@ed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my
development? 12. At work, have I had opportuniPes to learn and grow?
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
Understand MoPvaPon
• Autonomy • Mastery • Purpose
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Meri Williams, ChromeRose @Geek_Manager
Autonomy 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogniPon or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is
important? 9. Are my co-‐workers commi@ed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my
development? 12. At work, have I had opportuniPes to learn and grow?
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Meri Williams, ChromeRose @Geek_Manager
Mastery 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogniPon or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is
important? 9. Are my co-‐workers commiTed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my
development? 12. At work, have I had opportuniPes to learn and grow?
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Meri Williams, ChromeRose @Geek_Manager
Purpose 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogniPon or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is
important? 9. Are my co-‐workers commi@ed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my
development? 12. At work, have I had opportuniPes to learn and grow?
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Meri Williams, ChromeRose @Geek_Manager
What’s Lem? 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogniPon or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is
important? 9. Are my co-‐workers commi@ed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my
development? 12. At work, have I had opportuniPes to learn and grow?
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Meri Williams, ChromeRose @Geek_Manager
CREATE SPACE FOR YOUR PEOPLE TO BE THE BEST THEY CAN BE
Your job as a manager…
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
PROTECT PURPOSE
BE A TRANSLATOR – MAKE PURPOSE, STRATEGY & DIRECTION MAKE SENSE
CONNECT WHAT PEOPLE ARE DOING
(AND CAN DO!) TO OVERALL IMPORTANT PURPOSE
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Meri Williams, ChromeRose @Geek_Manager
h@ps://[email protected]/Caterina/status/6715084157
BE A BULLSHIT UMBRELLA
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Meri Williams, ChromeRose @Geek_Manager
ENABLE AUTONOMY & MASTERY
Skills/Knowledge
Direction
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Meri Williams, ChromeRose @Geek_Manager
Skills/Knowledge
Direction
Know what to do, don’t have all the skills to do it
Know what to do and equipped to
do it
Got skills, need direction
Huh? Where are we? What are we
doing?
ENABLE AUTONOMY & MASTERY
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
h@p://www.flickr.com/photos/8250578@N06/8625641442/
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
h@p://www.flickr.com/photos/provoost/2246718091/
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Meri Williams, ChromeRose @Geek_Manager
SKILL DEVELOPMENT
UnconsciousIncompetent
ConsciousIncompetent
ConsciousCompetent
UnconsciousCompetent
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Meri Williams, ChromeRose @Geek_Manager
DELIBERATE PRACTICE • You must be moPvated to a@end to the task and exert effort
to improve your performance.
• The design of the task should take into account your pre-‐exisPng knowledge so that the task can be correctly understood amer a brief period of instrucPon.
• You should receive immediate informaPve feedback and knowledge of results of your performance.
• You should repeatedly perform the same or similar tasks.
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Meri Williams, ChromeRose @Geek_Manager
COACHING: GROW MODEL
GOAL
REALITY
OPTIONS
WILL
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Meri Williams, ChromeRose @Geek_Manager
SWEAT THE “SMALL” STUFF
Autonomy, mastery & purpose can’t overrule or compensate for poor tools / environment / lack of
inclusion / lack of caring forever
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Meri Williams, ChromeRose @Geek_Manager
PAY ATTENTION TO ENERGY
Positive
High
Low
Negative
SHINEWHINE
toast coast
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Meri Williams, ChromeRose @Geek_Manager
CULTIVATE CULTURE & INCLUSION
This deserves a whole session in its own right
One specific, powerful heurisPc
though…
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Meri Williams, ChromeRose @Geek_Manager
“SOMEONE LIKE ME CAN BE SUCCESSFUL HERE”
Your ability to recruit & retain people depends on how much they can agree with this statement:
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Meri Williams, ChromeRose @Geek_Manager
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Meri Williams, ChromeRose @Geek_Manager
CARE ABOUT YOUR
PEOPLE
And the Most Important Thing…
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Meri Williams, ChromeRose @Geek_Manager
THANK YOU FOR LISTENING J
GO FORTH AND BE AWESOME
MANAGERS.
YOUR PEOPLE NEED YOU.