What Great Managers Do Differently

By Garima Saxena, 3rd Eye Advisory Ltd
What Great Managers Do Differently

What Great Managers Do Differently- Redefining Innovation at Workplace

Marcus Buckingham and Curt Coffman in First, Break All The Rules: What the World's Greatest Managers Do Differently, present the findings of the Gallup organization's interviews with over 80,000 successful managers. According to the book, great managers break every rule perceived as conventional wisdom, when dealing with the selection, motivation, and development of staff. Most of the interviews with 80,000 great managers challenge traditional human resource management beliefs by stating: "People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough."

Buckingham and Coffman identify four alternatives on conventional approaches which further define the differences in strategies adopted by great managers.

  1. Select Right People Based on Talent-
    During the Gallup interviews, great managers stated that they selected employees based on talent, rather than experience, education, or intelligence. Gallup identifies the following talents in 150 distinct roles by reviewing the competencies required for these roles and the manner in which an individual will be able to achieve it.
    • Striving-
      The competency which describes a prospective employee to have a drive for achievement, need for expertise and drives to put beliefs in action,
    • Thinking-
      The competency which describes a prospective employee to have focus, discipline and personal responsibility
    • Relating-
      The competency which describes a prospective employee to have empathy, attentiveness to individual differences, ability to persuade and taking charge.
  2. When Setting Expectations for Employees, Establish the Right Outcomes-
    Great managers assist each individual to establish goals that are consistent with the needs of the organization. They help each employee define the expected outcomes to establish the critical path and the check points for feedback, but to micromanage the employee is a mistake. Organizations can support this approach to management by coaching managers in more participative styles by establishing reward systems that recognize managers who develop the abilities of others to perform and produce stated outcomes.
  3. When Motivating an Individual, Focus on Strengths-
    Great managers appreciate the diversity of the people in their work group, state Buckingham and Coffman. They recognize that "helping people become more of who they already are," since each person has unique strengths, will best support their success.They focus on an individual's strengths and manage around the areas of development. Organizations should design reward, recognition, compensation, and performance development systems that promote a work environment in which people feel motivated to contribute. Consider the advice of the book's great managers who recommend: "spend the most time with your best people."
  4. Find the Right Job Fit for Each Person-
    A manager's job is not to nurture and deploy devicesof growth for every individual. A manager's job is to improve performance to identify whether each employee is in the right role. Additionally, the manager needs to work with each employee to determine the employee's individual growth, and thus the ability to contribute to performance within the organization.Buckingham and Coffman state, "create heroes in every role." Organizations must maintain a thorough understanding of positions and needs across the organization, to help each individual experience the right job fit.

And, isn't that the type of workplace you'd like for yourself as well? Our Human Resources professionals at 3rd Eye Advisory® , recommend that if an organization can assist the managers and supervisors to understand and apply the concepts of innovation at workplace, it will help create a successful organization of strong, talented contributing people. Organizations must develop a promotion and hiring process which supports placing people in positions that "fit." This will help to establish career development opportunities and succession plans that emphasize "fit" over experience and longevity.

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Article by: Garima Saxena, 3rd Eye Advisory Ltd