Best Practices_ Managing People_ Secrets to Leading for New Managers - Barry Silverstein [3]
Such was the case of Lou Gerstner, credited with rejuvenating IBM during his tenure as CEO from 1993 to 2002.
When he came to IBM, Gerstner discovered a company in which managers of operating units competed with one another. Employees focused on their own internal issues rather than those of their customers.
Gerstner made an effort to get everyone working towards a common purpose. Specifically, he instituted rewards based on total corporate performance instead of division or unit performance.
As Gerstner wrote, “During my time at IBM, I came to see that culture isn’t just one aspect of the game—it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.”
SOURCE: Who Says Elephants Can’t Dance by Louis V. Gerstner, Jr. (Collins, 2002).
Dos & Don’ts
DEAL WITH IT
A strong manager is always looking down the road. When a job is well done, it deserves praise. When an employee does something wrong, criticism may be appropriate. But remember to use a light touch.
Do get to know your staff.
Do start planning your course of action as soon as you see clouds on the horizon.
Don’t wait to address a problem.
Do get to the root of the problem.
Do encourage the individual to talk openly without fear of reprimand.
Do work out a solution. Come to a resolution that respects the person while maintaining your authority.
Don’t berate an employee in front of others.
Don’t criticize the individual. Focus instead on the individual’s actions or performance.
Don’t get emotional when criticizing.
Don’t be sweepingly negative. Point to specific actions or incidents instead—and do it soon after they have occurred.
Don’t stifle a chance for dialogue.
If an employee requires criticism, however, keep it private. Deliver negative feedback as soon as you can after a poor performance or an instance of unacceptable behavior. Speak with the employee calmly, without becoming emotional or heated. Always criticize the employee’s specific behavior or performance, not the person’s character. Give the employee the opportunity to explain why the behavior or incident occurred.
Finally, help the employee create and implement a positive plan to prevent it from happening again. Agree on a goal and a timeline.
And then move on.
Turn Problems into Opportunities
Managing people isn’t always predictable. Some people come to a job with personal baggage that can cause them to become emotional, to overreact, or to object to authority.
As a manager, you need to get to know the people who work for you as individuals. Meet with all your staff members individually, one at a time. Find out more about what they do every day, what decisions they make, and what challenges them.
What complaints do they get on a regular basis? What misunderstandings have arisen? What makes them angry? What was efficient and what took too long? Which procedures are too complicated?
Ask about their goals, determine their likes and dislikes, and assess their personality styles.
CASE FILE
MANAGING A CINDERELLA STORY
During the 2006 NCAA Men’s Basketball Tournament, one of the most improbable things happened in the history of the tournament: Little-known George Mason University reached the Final Four.
Coach Jim Larranaga was largely credited for the team’s success. He was human and approachable, often inviting team members to his home. Yet at the same time he held his players to a high standard of excellence. During a conference semifinal game, Larranaga saw one of his best players commit a serious foul that the officials missed. The coach himself benched the player.
Then, for each person, ask yourself:
How does this person’s job fit with the others?
In what ways can I best use this person’s knowledge, experience, and skill set?
Is this person a leader or a follower?
Will this person present a management challenge in any way?
Good managers draw on their knowledge of their staffs’ strengths, weaknesses, and preferences when orchestrating company work.
“Outstanding leaders go