In our last edition we talked about the “Other Centered Operating System” necessary to be an effective Manager. The “Other Centered Operating System” ultimately determines how a Manager behaves. When the “Other Centered Operating System” is intact, it’s possible to exercise the “Core Skills” and achieve phenomenal results.
The Core Skills
The “Core Skills” to effectively manage people are the following:
- Assertiveness
- Listening
- Questioning
- Conflict Resolution
- Communication
- Feedback
Assertiveness
One of the most important actions taken by an effective manager is to be clear about required results. The Manager’s position in the organization gives them a line of sight that puts them in a position to set direction and establish requirements. In addition, they will also have a better understanding of the boundary conditions such as time, money, and other resources. Setting clear targets and measures of success is at the heart of being an assertive manager so there is no question about what is required.
The willingness to make statements is at the heart of being assertive. Whether it is setting direction or saying to a group “I believe we are off track” or “I need this project completed by this date” effective managers speak what they see or feel. Their statements don’t come disguised as questions so their position is clear to all.
Being assertive does not mean being disrespectful or unnecessarily demanding. Effective managers can make their assertive statement and still show respect and consideration for the opinions of others. This requires listing without judgment and acknowledging what the other person has said. In cases where other input or discussion is not desired, effective mangers are clear up front that there will be no discussion and that it is time to move forward.
The actual skills of assertiveness flow from “personal confidence’ and “integrity.” Personal confidence is behind the ability and willingness to be straightforward and clear about what they believe to be true. More than just good assertive technique or skill, there is a confidence and conviction in what they believe.
Integrity is also about the desire to be clear with people and to not keep them guessing. It has to do with placing a high value on creating trusting relationships based on honesty and openness. There is recognition that without trust, the best you can expect in compliance, not engaged commitment.
Listening
Listening is often described as the forgotten skill and I would have to agree. People are more inclined to state their own position faster and harder and more towards action then listen carefully to fully understand the issue or opportunity at hand. What has been lost is the understanding that effective listing is at the heart of all good problem solving and decision making.
Effective managers recognize that listening for understanding leads to greater clarity and shared understanding. Listening is what mangers do for others, not for themselves.
The ability to listen to customers, suppliers, employees and other stakeholders is necessary if the objective is to build strong relationships. It is these relationships that help build commitment and long term partnerships. In fact, listening to hear the truth as perceived by others may be the most important skill used by effective managers.
At the heart of this listening behavior is a “belief in people” and what people can potentially contribute if given the opportunity. Only by listening is it possible to hear new ideas and explore possibilities that have never been considered. Listening lays the groundwork for creativity and innovation.
There is also an aspect of “building capacity” that results in effective listening. Strong mangers recognize that they can’t do it alone and therefore have as a focus the idea of building capacity in others. One way to do that is by listening and helping people learn from experience. Allowing people to talk through how they feel and what they have experienced is one way for people to engage in the learning process without fear of looking foolish or appearing inadequate.
Questioning
The art of questioning is another behavior used by effective managers. Questioning is used to gain deeper understanding, to increase learning, and open up possibilities. Questioning is not used as a method to place blame or find fault but is seen as a bridge to continuous improvement. Questioning is based on a spirit of inquiry and appreciation and is not used to manipulate or prove a point. Questioning is a way to seek clarity and understanding which is what facilitates problem solving and decision making.
From the standpoint of an effective manager, questioning is tied to this desire to build capacity. Questioning facilitates understanding and learning, which are key to problem solving and decision making.
There is also an aspect here that deals with one’s “belief in people.” At the heart of this belief is the notion that mistakes need to be treated as learning experiences and not as opportunities to find scapegoats or bolster one’s own status. From that standpoint, questioning is beneficial to all and does not serve the needs of one at the expense of another.
Conflict Resolution
Perhaps the most difficult skill and yet one with potentially the greatest payoff is conflict resolution. Conflict to many, is synonymous with discomfort and significant risk. The paradox here is that when conflicts are avoided, the result is often what you fear most, discomfort and risk.
Unresolved conflict only festers and becomes more and more difficult to resolve. The risk associated with unresolved conflict is that important decisions can be delayed, problems go unsolved and good solutions that may be unpopular don’t get implemented. All of this has a huge cost to an enterprise that often goes unmeasured until it is too late. What is often masked as not wanting to be unkind or hurtful when we avoid conflict is in fact more hurtful and unkind as situations escalate and the consequences become more significant. Effective mangers recognize that the energy associated with conflict is an indication that something really matters and extend the necessary time to bring it to resolution.
Effective managers rely on their “personal strength” to jump in where others may say the risk is too high. The confidence they have in themselves and the conviction they feel for the desired outcome propels them to jump in knowing they will survive no matter the outcome. Effective managers recognize conflict as “moments of truth” that can paralyze an organization and generate less than optimal solutions.
There is also that deeply held “belief in people” that prevents the effective manager from taking conflict personally or viewing it as an opportunity to “win” and for someone else to “lose.” Conflict is not approached from the standpoint of finding blame, so the focus is on the issue, not the person. Effective managers value the differences that people bring to any situation and can make the best use of all the talent in the room without having to “have it their way.”
Communication
How clearly we speak, when and how often we speak, and the words we choose make up this broad category of communication. Effective managers communicate both orally and in writing and with a clear sense of purpose and clarity of thought that leaves little to the imagination. Effective managers take special care, and the extra time required, to ensure they communicate as if they were the one’s receiving the message.
Communication, almost by definition, is characterized as a two way process with adequate feedback to ensure understanding. Communication is also frequent so as to avoid surprises and to ensure adequate input into the process.
At the heart of effective communications is this desire to “build capacity” by providing them with all of the information that is available. There is an inherent belief that the more people know about an issue or opportunity, the more they can contribute.
To an effective manager, working hard to keep people informed and avoiding surprises is one aspect of acting with “integrity.” People can believe that what they are told is the truth and do not have to question or second-guess. Effective managers also trust that people will be responsible with information that is shared with them and act in the best interest of the organization.
Feedback
Receiving feedback is considered by many to be a real gift. The fact that someone cares that much to tell you how he or she feels about your performance, either good or bad, is not to be lost in the message. All too often we operate in a vacuum, not knowing how well we are actually performing. Frequent and helpful feedback provides the boost of energy required to keep going when the tank is starting to run dry.
Feedback is also the source of information required to ensure learning and development. The whole notion of continuous improvement is based on the requirement of regular performance feedback. It is this feedback that helps us identify where improvement and extra effort is required to meet and exceed acceptable levels of performance. Feedback is what keeps us going when progress seems slow and improvement becomes more difficult to achieve.
Effective managers regularly provide feedback and it is based in part on their “belief in people.” They believe people want to learn and use feedback to help them see blind spots that may hinder optimal performance.
There is also a desire to use feedback as a way to “build capacity.” Effective managers work as if they are trying to replace themselves and see feedback as the key to building bench strength. They freely share of themselves and look to transfer all that they know. An effective manager understands that their success will be based not so much on what they accomplish, but on the success of those around them. In fact, they have a difficult, if not impossible time distinguishing their own success from that of the team.
Putting this to work
The actual skills and behaviors required to be an effective manager can be learned with time and practice. I also believe that unless the “Other Centered Operating System” is in place, there will be a limit to how one’s behavior will actually change. This has real implications for who we place in managerial roles and the dollars spent on development.
Putting this to work begins with whom we select and promote. These choices have the opportunity to significantly shape an organization’s future. In fact, whether we realize it or not, how our managers behave and the results they deliver is actually a reflection of what we really value and care about. For that reason, we need to be very clear about what we expect and the criteria we are using when choosing our managers.
A guideline often followed when making hiring decisions is that past behavior is a good predictor of future behavior. I would go a step further and say that past behavior is a good predictor of one’s “Other Centered Operating System.” One does not need to be a manager for the beliefs and assumptions that make up the “Other Centered Operating System” to be in place. Every day we see employees not in management behave as if the “Other Centered Operating System” is in place. These are individuals we should consider for promotion. With outside applicants, we can ask behavioral questions to discern whether the basic beliefs and assumptions we are looking for exist.
The hard work associated with managerial development has a great deal to do with self-awareness and understanding and questioning one’s personal motivations. Someone acting as a coach and holding up the mirror can facilitate this kind of awareness. A coach can play back a manager’s behavior and help them understand the assumptions or beliefs that are operating.
There may be instances where some managers simply do not possess enough of the “Other Centered Operating System” to be a highly effective manager. They may be miscast and more suited for an individual contributor role. These are never easy calls but consider the realm of influence an ineffective manager can have and the negative impact on an entire organization. When the right person steps into the role the turnaround can be almost immediate.
And finally, with the “Other Centered Operating System” in place, it is important for managers to learn and master the interpersonal skills described in this article, as soon as possible. These are the skills that facilitate the accomplishment of tasks and key objectives. This is where some form of rigorous training makes sense and will yield big dividends. Together, the “Other Centered Operating System” and the “Core Skills” will generate sustainable results that matter to the enterprise.