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Issue 3 · Tuesday, 2 December 2008
A different definition of ‘management’
As I'm sure you know, there are many definitions of the term 'management'. Here are three I've just found following a Google search:
The process of getting activities completed efficiently with and through other people
The process of planning, leading, organizing and controlling people within a group in order to achieve goals
The activity of getting things done with the aid of people and other resources
By way of contrast, take a look at this definition of management from Myron Rush:
Management is meeting the needs of people as they work to accomplish their jobs
Here we have the manager using their authority and power not to control but to serve the people they manage. So the manager is cast as the willing servant. That's what I call different.
Rush proposes that:
As the manager gives themselves to serving the needs of those under them they will make a happy discovery. People will voluntarily, eagerly, and continually meet their needs in return
Too good to be true? Well maybe. But the more I reflect on this definition, the more inspiring I find it. On a practical level I see it as both a powerful and empowering management style, particularly in light of the research around the challenges of managing 'Generation Y' employees (more of which in future posts).
Within the context of employee engagement, who wouldn’t feel more engaged when working with a manager who’s main purpose was to help them meet their needs?
Would it be realistic to expect managers to take on the role of servant? A real challenge, of course, but I’m guessing there are many managers who would welcome the opportunity to work more collaboratively with their staff particularly if this style brought some of the 'happy discovery' that Rush proposes.
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Sara’s story: achieving clarity and confidence
I've recently been working with Sara, a small business owner, helping her to develop a more focussed and structured approach to managing her staff's performance.
Here she talks about her experience of working with me, the impact it has had on her staff's performance and, importantly, the impact it has had on her confidence and wellbeing.
Over to Sara….
Taking the right steps with Ladder Consulting
I am the kind of person that finds it easier just to do it myself instead of relying on my staff to do the work. What that means for me is that I am always overworked and tired. What it means for my staff is that they are not challenged and I tend to go through staff without really knowing why.
I met Joan through my business (she's a member of the gym I own) and one day I happened to mention that I was having staffing issues and she asked me how I managed my staff. I said ‘what do you mean manage my staff? At this point I am just happy that they show up for work.’ And to be honest they are very reliable in that aspect of working for me!
Joan suggested that we meet outside of my place of business and discuss some steps I could take to improve my situation.
I have had different kinds of managers throughout my varied career; micro managers that watch every thing I do; selfish managers that never seem to be there for the staff.
I wanted to be the kind of boss that staff respected and wanted to be a part of my team. So therefore I set out to befriend my staff and let them pretty much do their own thing as long as the job was getting done. But as I said earlier, that meant that I was left to do most of the work.
After my first meeting with Joan I asked her to work with me to help improve the situation. Through the consulting sessions with her I learned that although I was friends with my staff, I did not expect anything from them. I had no set performance standards for my staff so they really did not know what was expected from them. I had staff that gave me exactly what I asked for — nothing!
So with Joan's help, we designed performance standards that were clear and quantifiable. I started by listing all the duties that I wanted my staff to perform. Joan helped me to categorise and word them in a way that enabled me to communicate to my staff exactly what is expected of them. The performance standards also allow me to evaluate my staff in a professional manner.
Joan coached me through the first meeting where I presented these performance standards to my staff and truly helped me to clearly communicate and engage with them. I had immediate positive feedback from my staff and even enthusiasm for the job they needed to do.
Our workplace is a more positive and fun place to work. Everyone is clear on what is expected of them and the work is now getting done by the people who should be doing the work — my staff.
I am less tired and stressed and I finally feel I am building confidence in myself as a manager.
Would you like to achieve some of the results Sara has achieved? You can trial, for free, a tele-consulting session with Joan.
Contact me and I will send you details of how the sessions work, what you can expect to achieve and how to book a session.
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Joan Henshaw publishes her monthly Ladder newsletter for business owners and managers. If you want ideas on how to improve your practical people management practices, get your free tips now at www.ladderconsulting.com.
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