POLARITIES IN ORGANISATIONAL LIFE (DO WE NEED TWO HEADS)

Traditional management concerned itself with supervision; checking, delegating, controlling, inputs and ensuring staff did what they are told. Managers where seen as fitting along a style line between laissez-faire and autocratic, with the ideal supposedly near the middle as a democrat.

Today the issue is more complex and with an empowered workforce our style is less relevant and as managers need to become ‘more things’ to a more demanding workforce. The concept of managers needing to fulfil a leader role is prevalent. Some even argue managers are no longer required and it’s only leaders that will drive the companies of the future. This is fine in theory however corporate culture can take a long time to change and most managers are expected to fulfil the duel role. This creates inner conflict as the ideals of the two disciplines are at opposite ends of the spectrum.

MANAGEMENT is about: CONTROLLING…don’t leave the department, check what they’re up to, define competence requirements and ‘title and position give authority’ V.’s LEADERSHIP, which is about: FREEDOM…finding ways to encourage new ideas, creativity and initiative by letting ‘followers’ participate in a flexible situation where authority is shared.

MANAGEMENT is about: SURVIVING…dealing with short-term operational needs and processes whilst strictly controlling costs and watching the budget V.’s LEADERSHIP, which is about: GROWTH… to be achieved through identifying new (and possibly risky) ventures that could be the basis for future income (and perhaps losses)

MANAGEMENT is about: MANAGING… instructing, allocating, delegating, following up, organizing and directing V.’s LEADERSHIP, which is about: LEADING… inspiring, helping, encouraging teamwork, coaching, supporting and aligning

MANAGEMENT is about: ADMINISTRATING… overseeing activities, processes & individual tasks, control & supervision V.’s LEADERSHIP, which is about: PLANNING…seeking process improvement, implementing change, agreeing goals and empowering followers

DO YOU NEED LEADERS, MANAGERS… OR BOTH, TWO HEADS… ONE BODY?

www.orglearn.org has a free blank resume form

MOTIVATION PRINCIPLES AND WHY WE CAN’T MOTIVATE OTHERS

Points to consider:

All human motivation is basically selfish, i.e. people do things for their reasons not ours.

All people are motivated and they will continually move either towards or away from all propositions.

You cannot motivate other people because all motivation comes from within.

People’s motivation is constantly changing in response to their ever-changing personal priorities.

To utilize others motivation, find out what they want and why they want it and then convince them that you are their best chance of getting it.

MONEY IS NOT A MOTIVATOR, HOWEVER LACK OF MONEY IS A BIG DE-MOTIVATOR!

Worth a thought, MR HERZBERG?

www.orglearn.org has more articles and tips on leadership

FOUR MORE HABITS FOR EFFECTIVE MANAGERS

HABIT 7: The 20/80 principle, 20% of our staff will produce 80% of our results... we should try to avoid the natural tendency to spend the bulk of our time ‘fixing’ our poor producers. Time is better spent supporting the top producers, who, because of their competence, are often left to their own devices (and can then feel unnoticed and unappreciated).

HABIT 8: View traditional company procedures as ‘a guide for the wise and as rules for fools’ In the current complex and fluid climate being flexible and adaptable, rather than rigidly following 'the system', means we may well benefit if we are prepared to modify ‘the rules’ and take a different course to the norm, (easily said but hard to do).

HABIT 9: When delegating agree (rather than set) deadlines… if we don’t agree a deadline we run the risk of getting a, ‘I haven’t had time yet’. By agreeing a deadline the other party has to be up front about their current workload and will have little or no excuse for not performing the task allotted.

HABIT 10: Check progress... confirm progress on tasks delegated to staff or assigned to colleagues. A good formula is to seek a report at ‘half time’ and in the ‘final quarter’.

HMMM… NOW WHERE DID I LEAVE THAT COMPANY PROCEDURES MANUAL…

Worth a thought, some practice and immediate adoption!

www.orglearn.org has a great interactive resume form

OH NO… NOT ANOTHER STUPID MEETING

Before we call a meeting we should ask the following questions…

Can we achieve the desired result with a ring around or with just two people face to face? Is this meeting really just ‘disguised working’ or a ‘social event’? How long has it been since anyone asked why we have this meeting, has it become a ritual? Are the decision makers attending or are substitutes sitting in? Do the loudest always win? Is that idiot with the mobile phone going to be there? Has this meeting become a forum for show offs and politicians? Is there an agenda and are minutes distributed? Do we make decisions and did anything happen as a result of the last meeting?

And remember…

If one person is late and keeps six other highly paid executives waiting ten minutes… one hour of productive (and expensive) time is lost.

And also remember…

Most managers think [if not say] that they spend too much time in unproductive time wasting… stupid bloody meetings… pardon my profanity.

ARE ALL THE MEETINGS IN YOUR DIARY… R-E-A-L-L-Y… NECESSARY…?

Worth a thought or a meeting perhaps!

www.orglearn.org has a major article on management