How do you get Managers to be good managers?

[Terrence Seamon]

As a follow up to our first focused forum question of 2009 (What will the main work of a Manager be in 2009?), here is another question that we hope all of you will weigh in on.

The question was first posed at a forum on LinkedIn, where the question went like this:

"How do you get managers to ACT like good managers? Our managers know what to do, but don't when given the chance. What kind of structural mechanisms can we put in place to force good behaviors?"

I answered: "You can lead a horse to water, but you can't make him drink." I learned that bit of wisdom as a child from my elders.

Extracting the wisdom from the saying, it seems to me that any ACT (i.e., behavior, choice, decision) has to come from within the person. Even the so-called "gun to my head" scenario.

So how do you get your Managers to do the right thing and act the right way? A few thoughts...

1. Hire (and promote) carefully

2. Clearly communicate what you expect from Managers, then communicate again, and again, and again......etc

3. Train regularly on the basics of good managing . . . and follow up with reinforcement

4. Provide coaches

What would you say? How do you get Managers to be good managers?

[Robert Morris]

Once again, 7ou have posed an especially important question to which I eagerly respond with two points.

First, I agree with you and Bob that managers "Hire (and promote) carefully." They also need to hire slowly buy fire quickly. (That's another matter). In tocfay's business world, what I call the Three Cs (i.e. communicate, cooperate, and collaborate) are more important than ever before. Few organizations can afford to hire those unwilling and/or unable to work effectively with others.

Also, I became convinced long ago that managers cannot inspire others. However, managers can -- and the best managerts really do -- help others motivate themselves, perhaps using recognition & rewards, perhaps appealing to their self-interests (i.e. answering a very legitimate question "What's in it for me?"), perhaps making the work environment more enjoyable, perhaps all of the above.

Even now when there are so many newly unemployed, when job security is of such great concern to so many, it would be a serious mistake (in my opinion) for managers to assume that those for whom they are rtesponsible do not need to be "inspired." If any anything, the need for that is even greater than ever before.

Those managing the "best companies to work for" thoroughly understand that. So must all other managers.

[Robert Morris]

Once again, you have posed an especially important question to which I respond with two points.

First, I agree with you and Bob that managers should "Hire (and promote) carefully." They also need to hire slowly but fire quickly. (That's another matter). In today's business world, what I call the Three Cs (i.e. communication, cooperation, and collaboration) are more important than ever before. Few organizations can afford to hire those unwilling and/or unable to work effectively with others.

Also, I became convinced long ago that managers cannot inspire others. However, managers can -- and the best managers really do -- help others motivate themselves, perhaps using recognition & rewards, perhaps appealing to their self-interests (i.e. answering a very legitimate question "What's in it for me?"), perhaps making the work environment more enjoyable, perhaps all of the above.

Even now when there are so many newly unemployed, when job security is of such great concern to so many, it would be a serious mistake (in my opinion) for managers to assume that those for whom they are responsible do not need to be "inspired." If any anything, their need for that is even greater than ever before.

Those managing the "best companies to work for" thoroughly understand that. So must all other managers.

[Jack Needham, Jr.]

First of all, unless coaching skills are being utilized, there is an assumption being made that the managers know what to do. If managers are not engaged on a regular basis with their leaders, behaviors will show up according to what skills a manager is practicing, good or bad.

Individuals, including manages, don't get up in the morning thinking that they are going to be a bad manager! People do not think this way. It is the unconscious behaviors that they have practiced from birth until now that show up in their managing position.

Coaching skills that include the practice of asking masterful questions will assist in awakening the managers to become aware of what's not working, thereby giving them the possibility to practice something different.

For example, constantly using the practice of focusing on what an employee is doing wrong destroys trust and supports the behavior the manager wants to change. By practicing focusing on what the employee is doing right, the possibility for trust building is higher so when a behavior does need to change, the employee may not see the conversation as confrontational.

What ever we practice in life will show up. It has to show up! So the question might be "What practices are needed to awaken the behaviors we as leader want to see?"

Jack Needham
Author of Stop Fixing, Start Leading! Engaging America's Workforce

[Matthew Mason]

The hiring of managers also applies to coaches.

There is no point in having a coach within the organisation simply because they are more senior and have a great deal of knowledge. Some factors that need to be considered are:

1. Does the coach want to coach?
2. Does the manager want to be coached?
3. Does the coach have the skills to coach? Jack has mentioned that coaches need to
"include the practice of asking masterful questions will assist in awakening the managers to become aware of what's not working, thereby giving them the possibility to practice something different".
If the coach cannot do this are they effective and will the results be obtained?

I have seen coaching programs that have failed because one or both of the above points were not considered.

I agree with Jack's comments that managers need to be engaged on a regular basis but if this is through coaches it must be positive and meet the needs of the manager. The manager must be needing the coaching.

[Stephen Booth]

I think the key thing is to focus on the behaviours, as the question implies it's how they act. Behaviours you can see and comment on.

One of the other sites I use is manager-tools.com where they prescribe a specific formula for giving feedback to directs, based on behaviours. First you ask if it's OK to give feedback then, assuming they agree, you give it with specific reference to behaviours and outcomes. For affirming feedback you leave it at that and for adjusting you follow up with asking them what they can do differently. If you are managing managers then you could maybe use that. Checkout the site for podcasts on the subject, they're free! There's podcasts on a wide range of management subjects, if i were coaching someone in how to be a better manager that site is one I'd use.

I have no connection with Manager Tools other than as a user. The podcasts are free (as are the forums) but there are some premium products that require a subscription or payment (things like conferences, shownotes and a Resume review service). If you don't want the premium products there's no requirement or pressure to buy them to continue to use the free materials, neither are there any adverts.

Stephen

[Frode Heimen]

Be careful with hirering a coach. I have been coached by two different coaches. One was just hired, the other one was hired to get middle management to agree and focus on change. I did see right thru her, and knew that she was just "brain washing" us with upper management opinions. I was ok with this as I agreed in the first place, but I do not like a coach to have an agenda. I do miss to have a coach to go to at the office. I do have a great dialouge with upper management, but being my boss and being my coach is two different things. And one person rarely manage to carry both these roles without letting one get in the way of the other. I can tell my boss that one day I would like to have her job. She can act in two ways; Appreciate it, as she can grow a possible replacement, or she can consider it a threat, and alienate me. A coach would help me build my career without me fearing for consequences, but then I need to know that the coach wont run reporting and have an agenda from upper management. I say that my goal is to be the best leader possible, I do not chase a promotion, I hunt knowledge and skills. This have been creating fear before for some strange reasons. My point is to make sure to get an independent coach.