Manager: a person in a role in which he or she is held accountable not only for their own personal effectiveness but also for the output of others; and is accountable for building and sustaining an effective team of subordinates capable of producing those outputs, and for exercising effective leadership. (Jaques 1998)

If we are to hold a Manager Accountable for the output of their subordinates. Managers must have some control over who their subordinates are.

4 Minimum authorities that every manager must have in order to be an effective and trustworthy managerial leader.

• Part 1: Authority to reject a subordinate to fill a position
• Part 2: Authority to de-select a subordinate after due process
• Part 3: Authority to decide task assignments
• Part 4: Authority to decide personal effectiveness appraisal and merit recognition

2. Authority to deselect a subordinate after due process

All managers should be provided with the unequivocal authority to decide that a particular person, who is no longer working at a minimum effectiveness required for their role (for example the persons best is NOT good enough for the role), whether due to loss of commitment, not keeping up with new knowledge and technology, whatever the reason. This person will no longer keep their position with that manager, they have been de-selected.

This does not mean that the Manager has the authority to terminate or fire the employee. The subordinate has done nothing wrong, and just cannot or will not keep up with the minimum effectiveness needed to fill the role.

Termination of employment comes from flagrant or repeated infractions against regulations, policies and procedures of the organization. These infractions are against the organization and must be dealt with not by the immediate manager but by an official acting on behalf of the organization.

Managers DON’T need to be given the authority to terminate employees at will; that authority must lie higher up in the organization.

The manager however MUST have the authority to de-select individuals who are no longer working to the effectiveness needed to fill the role.

General process for deselection

• Manager is required to warn the subordinate that they are not doing well enough
• Manager must inform their own manager of the situation
• Manager must offer coaching for a reasonable amount of time
• If there is no improvement, manager warns again, coaches again
• Still no improvement – Decide to Deselect and inform the subordinate and the managers manager.

This process, when properly implemented, strips managers of opportunities to complain about subordinates and puts the accountability of the subordinates work squarely on the shoulders of the manager (where it belongs). If a subordinate is not getting the work done, STOP complaining and institute the deselection process, and start coaching.

Now Your Turn;

How would this policy benefit your management? How would it hurt your management? Have you or do you work in a place that allows managers to de-select a person to work on their team?

michael cardus is create-learning

Planning requires the boundaries of Goals ‘what-by-when’ .

The ‘what’ being what is going to be done for example. 

Organizational Culture

• A conceptual context, that is broad and made of a series of steps and processes.

Thematic Goal

• The What-by-when

Re-work our employee appraisal system (what) for test usage and adjustment in the last quarter of 2012. Ready for full implementation in 2013 (by-when).

Below is a series of action steps that must be achieved, each of these can have their own ‘by-when’ dates (cascade of planning) and this would be necessary for Delegated-Plans & goals to subordinates. The subordinates would be taking on smaller parts of the longer term (1 year) goal. 

• Develop an employee survey to determine what areas they feel they should be measured upon and how the company can improve the already existing system.
• Create sub-team to work on employee appraisals consisting of a cross-section of employees to be headed by HR
• What should be on the appraisal? What MUST be appraised?
• Gather best-practices from other organizations
• Look into free to no-cost training offered from local organizations and webinars
• Develop a Manager training for coaching & feedback to be used with employee appraisals.

The ‘by-when’ is determined based upon the person’s ability to handle the complexity of planning and working independently on the task without the need for excessive help and savior from their manager. Every manager judges this in subordinates and every person generally has a good idea of their length-of-time that they can plan and handle the complexity and ambiguity of work.

Does this matter?

Simply YES, setting the ‘by-when’ and delegating the shorter time-span pieces will do 3 things. 1. Develop subordinates 2. Free up the managers discretionary time 3. Assist the manager in judging the capacity of the subordinate (whether the work is too easy, too hard, or just right) supplying the manager with areas to coach develop and possibly promote from their team.

With ‘by-when’ of the goals to be achieved NOT-KNOWN there is confusion about the priority and complexity. Everyone just does what they feel is right and the outcomes of this are generally a disaster.

michael cardus is create-learning

image by by gastelummoller

Manager: a person in a role in which he or she is held accountable not only for their own personal effectiveness but also for the output of others; and is accountable for building and sustaining an effective team of subordinates capable of producing those outputs, and for exercising effective leadership. (Jaques 1998)

If we are to hold a Manager Accountable for the output of their subordinates. Managers must have some control over who their subordinates are.

4 Minimum authorities that every manager must have in order to be an effective and trustworthy managerial leader.

• Part 1: Authority to reject a subordinate to fill a position
  
• Part 2: Authority to deselect a subordinate after due process
• Part 3: Authority to decide task assignments
• Part 4: Authority to decide personal effectiveness appraisal and merit recognition

1. Authority to reject a subordinate to fill a position.

All managers should be provided the unequivocal authority to turn down any candidate who may be offered from above, not on personal grounds, BUT only if their judgment is that the candidate cannot do the necessary work.

By providing this authority you can get rid much of the tension and unease amongst managers.

Managers should not have excessive say over who gets hired, what they ought to have say over is who they want on their team. This must be established through the employees ability for doing the work that is required in that role. NOT from personal feelings, favoritism, or vendettas. This is easier said than done.

Now Your Turn;

How would this policy benefit your management? How would it hurt your management? Have you or do you work in a place that allows managers to reject a person to work on their team? Have you or do you work in a place where managers have no say at all over who is on their team?

michael cardus is create-learning

When planning content for Team Building, Innovation and Leadership programs I use a Chalk-Board. Above is an image from a wall in my office. It is covered in Chalk-Board Paint. I have found that drawing, charting, modeling, listing my ideas in writing on this big wall where I can see everything and how it fits helps me to plan better and more creatively. 

What you see is the outline for a 5 month Emerging Leadership Program that I am creating and facilitating for about 30 students enrolled in a Local College. This challenge was unique, the Deans I am meeting with wanted “Something different than the typical Leadership program. Many of our students have already learned about Goal-Setting, Time-Management, Planning etc…We need to make this stand out”  Also they wanted a Hybrid model, meaning an on-line and face-to-face component, because many of the students are commuters. This is NO problem because the Exponent Leadership Process is a hybrid model. BUT the challenge was Something Different from the typical Leadership Program.

What are your ideas, what would you offer that was Different from Typical Leadership Development Programs?

Here is what I got so far (As you can see in the image, it is still a work in progress);

Is Leadership about me? Or we?

• Overview: The focus of leadership is impacting others, the need to focus on you is also important. How do successful leaders balance this challenge? They determine and know what they are great at, what they are developing, and what they are just bad at. All of this comes from YOUR ‘Current-Actual-Capacity’.
• Once you know your Current-Actual-Capacity then you can start developing plans and knowing with decisiveness how you can make the greatest impact on others while still flourishing yourself.

What’s my temper got to do with it?

• Overview: Your temperament an enormous impact on your ability to lead. Determining what behaviors are acceptable and how to best use, change, adjust your temperament will increase your success as a leader.
• You will take an on-line DiSC Behavior profile which will illustrate your preferred behaviors under stress and how others perceive you as a leader. We will use this information to develop normative-leadership-behaviors and determine when and how to best use and adjust your behaviors to increase your success.

Steps to Solutions

• Overview: Knowing the problem DOES NOT equal the solution. Solutions equal Solutions
• Leaders are responsible for making decision and using their judgment; Solution Finding. If they cannot find the solution, competent leaders know how to work with a team to find to solution steps to handle complexity and interacting systems.
• You will learn the 8-step solution finding model and together we will solve real problems and determine some action steps towards the solutions.

Organizational and Personal Complexity

• Overview: Your ability to handle the complexity of your work will make or break you as a leader. This workshop you will; 1. Determine your current ability to handle complexity; 2. Learn how to measure others ability to handle complexity; 3. Develop action-steps to increase your ability to handle complexity; 4. Work with others to discover solutions to complex problems.

The Best in Others Comes From the Best in You

• Overview: For people to follow you, you must show competence, learning agility, respect for self and others, and add value to their work. Leadership consists of ups and downs, you will have to make decisions that other people don’t like. How can this group and you as a leader stay healthy and focused on doing your best, while facing challenges?  

There is home-work, discussion time, and on-line content, blah blah blah… I really just wanted to show you my Chalk-Board wall and see how you think things through.

Now Your Turn;

How do you think through new, creative things? Do you still go analog for stuff or are you all digital? I tried mind-maps and they frustrate me.

What should I add/remove/change from the ideas I have above?

michael cardus is create-learning

Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…An Interactive Workshop

• to download a pdf description of this program click here…

Outcomes—

This session engages participants to:

• Enhance workplace productivity
• Learn to recognize patterns that influence workplace attitudes and expectations
• Gain insight to understand and resolve generational misunderstandings in the workplace and avoid unnecessary conflict
• Explore generational diversity in the workplace today
• Participate in interactive generational dialogue that begins people talking and listening
• Identify and exchange perspectives and expectations informed by their generational identities

Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…An Interactive Workshop

Utilize talent, reduce turnover and improve communications by making generational diversity work.

Managing and Working with generational diversity is a significant dimension of what is needed for success in the workplace today. The challenge is getting people to understand one another by exploring differences in expectations, assumptions and language use; then using this knowledge to increase effectiveness of people, teams and organizations.

Bridging the age gap to build respectful working relationships can mean the difference between a work environment that clicks and one that clashes.

We offer an interactive workshop that engages participants who identify with different generations in conversation with one another.

The session invites generational groups to identify what’s important in their life experience, highlight key events and cultural factors that influence their generational perspective and share expectations and assumptions.

The lessons that follow allow each generation to explore similarities and differences, identify potential areas of misunderstanding and think together about ways to work together effectively.

Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…

Breaks down stereotypes and communication barriers across the generations leading to enhanced skills in collaboration, communication, trust and ability to complete great work.

It’s fun, informative and eye opening at the same time.

Where does the Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond take place?

We Travel To You.

Group size, how many people can be involved?

The workshop is led by one or two facilitators, experienced in interactive, group learning.

Ideal for multi-generational groups of 15 or more – This unique session can be used in leadership training, workforce awareness training, relationship building, and diversity events.

Time Frame and Fees, how much time is needed and what does is cost?

For a half day (3 hours) the fee is $1700.00.

In a 3 hour time frame people will learn about the generations and leave with knowledge of how the generations differ and what assumptions they operate under.

For a full day (6 hours) the fee is $3000.00.

In a 6 hour time frame people will learn, in addition to the above;

• Specific Action steps to take within their own team and work lives on how to increase effectiveness with peers, customers and stake holders.
• Develop skills and knowledge in communicating with team members and managers of different generations and how to effectively share and receive information to these team members and managers.
• Leave the workshop with 1 to 2 specific areas of focus to improve their working and leadership capacities within and across generations, plus an action plan and metrics to put those areas of focus into use.

Fees will vary based upon location, travel, number of participants and other factors. Customized programs that have various time frames have been facilitated. Additionally we offer 1 on 1 coaching and development for managers who are interested in managing + leading multi-generational teams.

CONTACT US…

mike@create-learning.com  1.716.629.3678

To have your team learn and apply the necessary skills and talents to

Work and Manage Across Generations: From Traditionalist to Generation Y and Beyond…

Create-Learning Team Building & Leadership

• Making Teams & Leaders Better
• www.create-learning.com

Henderson Woods, LLC

• Building Relationships to Improve Outcomes
• www.hendersonwoodsllc.com

Situation:

Currently there is an authoritarian style of management creating a decrease in morale, satisfaction with work and innovation amongst employees. This is developing a feeling of strife, hopelessness and contempt amongst management and subordinates.

This authoritarian style of management is holding the company from creating a path of continual improvement and readiness for challenges.

There is a need for management to utilize and develop a wider range of management, innovation tools and systems that can be utilized at the proper times. Ensuring that all the people are working to their personal capabilities. Creating a renewed focus for each person to be working for shared values and commitment to the organization, teams, the community, stake holders, and each other. Allowing all staff to feel that they are respected and held in regard properly for the work they do.

Intervention:

Mike developed, trained and coached all key personal that are the current managers that have been identified as needing this process.

• The coaching commitment consisted of 10 one on one meeting lasting from 45-90 minutes, with each of the managers meeting separately. Within these coaching times focused development, feedback and field work assignments were discussed and explored to develop the defined objectives.
• Mike administered 360 degree feedback assessments with those results, plus the objectives developed by the CEO;
• Each manager meeting was targeted to achieve the best and most effective enhancement of their existing skills and behaviors.
• Executive Coaching and peer coaching groups were established to highlight and sharpen existing great behaviors and actions.

• Set-up plus facilitation of monthly internal customer focus group meetings. These consisted of various people from the organization.
• During these focus group meetings the leadership was able to hear what is needed for continued success and progress within the organization.
• Using the focus group for targeted and necessary areas of success and improvement. Mike continued to fine-tune and systemize training & development programs, plus offer continued consulting on how to implement the feedback from the focus groups.

• Facilitation of one workshop per month in the departments of the managers being coached.
• These workshops were customized and fine-tuned to enhance the already in progress coaching and internal focus group feedback.

Resolution.

Developed managerial leadership skills and techniques that range from; Authoritative “I” style to 100% agreement “we” style; with the best time for usage and application.

Developed, trained, taught management Coaching and feedback methods;

• Coaching adding value as a manager
• Coaching Peak Performance
• Building Capacity for Effectiveness
• Coaching Underperformance
• Managerial communication & listening

Increased morale amongst direct reports, peers, and supervisors–based upon internal surveys, 360 degree feedback of employees, plus anecdotal evidence of Human Resources staff.

Developed, trained, applied methods in TRIZ (the theory of inventive problem solving) for enhanced ability to innovate and utilize existing, new, and breakthrough methods to solve problems in team based methods.

Skills in active listening and communication to subordinates peers and supervisors.

Enhanced and developed inter and intra managerial leadership collaboration practices, for enhanced communication and sharing of best practices plus learned lessons.

Ensured continuation and follow-up meeting of peer coaching groups to continually solve complex problems aligned with the managerial level in the organization.

michael cardus is create-learning

The situation, intervention & resolution are possible for your team and leadership…Learn more about The Program

Contact Mike Cardus mike [at] create-learning.com to learn more, and to schedule a meeting.