What great managers do: develop a team to performance (Proceedings)


What great managers do: develop a team to performance (Proceedings)

Nov 01, 2009

Are they happy?
     • Most employees want to say they have ; "the greatest boss in the world" but most do not.
     • Bad bosses are the number one reason employees leave organizations.
     • Lots of literature and studies about the qualities of great bosses and the differences between managers and leaders.
     • Veterinary medicine does not create good bosses.
     • What do good bosses do?

One outstanding characteristic
     • All great managers have the ability to discover what is unique about each person and capitalize on it.
     • Average managers play checkers, great managers play chess.

     • All the pieces are uniform and move in the same way.
     • They are uniform.
     • A need to plan moves but all the players move at the same pace and on the same path.
     • Chess
     • Each piece moves in a different way and you can't play unless you know how each piece moves.
     • You won't win unless you put considerable forethought in to how the pieces move IN ADVANCE.

Leader or manager?
     • Manager
          o Turn one person's talent into performance.
          o Managers succeed only when they can identify and develop the differences in people.
          o Challenge each person to excel in their own way.
     • Leader
          o Discover what is universal and capitalize on it.
          o Cut through differences and focus on the needs that we all share.

Great managers are...
     • Quick to capitalize on unique strengths of employees.      
     • It costs much less to work with a person than to have a revolving door.      
     • It saves a lot of time which is a commodity in all hospitals.      
     • Capitalizing on strengths forces team because it makes people need one another.      
     • You introduce a healthy degree of disruption to your practice.

Disruption? disturb the peace?
     • Shuffle existing hierarchies.
     • Shuffle assumptions about who can do what.
     • Shuffle existing beliefs about where true expertise lies.
     • Great managers do these things because they can't help it! They are astute and managing the needs of people.

Classic symptom of "no team"
     • You've spent months training and coaching your team to better performance but you are not seeing results.
     • We seem to talk about the same things in all of our meetings.
     • The same person/persons are in charge of the hiring process and tend to draw the
     • So, what do we do?

Change management
     • Identify unique talents
     • Embrace eccentricities
     • Help them use their personal qualities to excel.
     • Emphasize that the culture appreciates differences. Celebrate the uniqueness of each employee.

3 Tactics
     • CONTINUOUSLY tweak roles to capitalize on individual strengths.
     • Pull the triggers that activate employee's strengths.
     • Tailor coaching to learning styles.

The benefits
     • You save time.
     • The team takes ownership for improving their skills.
     • The team learns to value differences.