Being an effective manager is not easy. Finding and hiring an effective manager is even more difficult.
Managers are charged by senior leadership with getting results – on time, under budget and often times with fewer and fewer resources. At the same time, managers have direct reports who expect fairness, attention, the chance to contribute and opportunities for growth and development. It is not easy to find individuals who can balance all of these demands.
In my experience, there are two important components that are necessary to be an effective manager.
The first component is a “Basic Operating System” that is focused on others, not self. It’s this focus on the success of others, not self that generates truly remarkable results.
The second component is the “Core Skills” that a manager needs when working with others to get things done. These are the interpersonal skills that help build relationships that produce results on a sustained basis.
Only when the “Other Centered Operating System” is intact, is it possible to exercise the “Core Skills” and build relationships and teams that achieve phenomenal results.
In this edition, we will focus on the “Other Centered Operating System. We will address the “Core Skills” in our next edition.
The “Other Centered Operating System”
There are four components to the “Other Centered Operating System”
- A Belief in People
- A Desire to See Others Succeed
- Personal Confidence and Optimism
- Integrity
A Belief in People
At the heart of the “Other Centered Operating System” is a set of assumptions about people.
People want to do a good job
The most effective managers I have ever known have a deeply held belief that people want and are capable of doing a good job. They inherently believe that people want to contribute. If given access to the right information, the right tools, and clear direction people will perform at a high level.
People don’t deliberately make mistakes
Effective managers don’t approach problems by looking for someone to blame. Effective managers understand the highly complex nature of most organizations. They believe that people make the best choices they can based on the alternatives they know at the time. The result is a non-defensive problem solving process that is focused on finding the best solution and continued learning.
People want to be responsible and accountable
Effective managers believe that people are willing to be accountable for their actions. They will stand up and seek out responsibility and do not need to be pushed to do their jobs. People will also be accountable for their performance and accept responsibility for their successes and failures.
People want to learn
Effective managers don’t place limits on people based on their own experience or fear of failure. They allow people to explore and discover their own limits. They understand that growth occurs through exposure and taking calculated risks.
People will act in the best interest of the business
Effective managers work under the assumption that people want to work hard and make their organization a success. They don’t buy into the notion that people are only out for themselves and if given the opportunity, will take advantage of the company. The belief here is that people act with integrity in all they do and would not deliberately do harm to the business for personal gain.
People are worthy of trust
Effective managers assume people are trustworthy from the moment they are hired. Employees are not expected to pass some unknown test in order to earn trust. Managers earn trust by acting as if people are trustworthy.
Effective managers continually review their own behavior to determine if the assumptions they see operating are aligned with a “Belief in People.” This level of awareness and introspection is needed to maintain an “Other Centered Operating System.”
A Desire to See Others Succeed
Effective managers view their role and see themselves responsible for 1) obtaining results that matter to the business and 2) building a stronger organization. The two operate in parallel without losing sight of the fact that getting results is paramount. One however does not exclude the other.
Willingness to self disclose and be vulnerable
Effective managers are honest with others about what they do well, where they have made mistakes and what they know and don’t know. This builds the foundation for conversations based on honesty and a willingness to see and discuss the truth. These managers see the wisdom in their failures and find ways for others to benefit from this learning.
A desire to share the spotlight
Effective managers don’t see themselves as having to be the center of attention. They see opportunities as limitless as opposed to finite so they gladly share the spotlight with others. As a result, the effective manager looks to put others in the foreground as they work to increase the capacity of others. They are less concerned with taking credit as their satisfaction comes from seeing others reach their full potential and assume new responsibilities.
Teachable point of view
Effective managers see their own success as intertwined with the success of others. This belief is best expressed by their willingness to freely share knowledge and expertise and the desire to find and use teachable moments.
Effective managers clearly place a focus on results. They also understand that building capacity is part of their job and is measured by how much the people around them learn and accomplish.
Personal confidence and optimism
Effective managers possess a sense of confidence that is most visible during difficult times. They have confidence in themselves and others and know that whatever obstacle is presented, it can be overcome.
A willingness to act and make tough choices
The truly effective manager will act when others are paralyzed by indecision or looking for the path of least resistance. They are willing to make unpopular choices and take actions that may be unpopular. This is the reason great managers are not always liked. It is often hindsight, that shows us how an act of strong management facilitated progress and paved the path for others to follow.
A desire for continuous improvement and innovation
Effective managers continually challenge and ask how things can be better. They are optimistic and hopeful about the future. They challenge others to not be satisfied with the status quo. They regularly engage others in conversations about what is possible, to help generate new ideas that can lead to the next big breakthrough. Effective managers are not afraid to create the discomfort that comes from change and in fact, are often the source of it.
Level headedness
Effective managers don’t panic. They continually express confidence in their people and provide clarity amidst confusion. Their behavior during a crisis is predictable and people can count on them to see a path that leads to success.
Integrity
The final characteristic that distinguishes truly effective managers is integrity. Acting with integrity is at the core of an effective manager’s belief system.
Do no harm
People know that a manager acting with integrity will not harm others for their own personal gain. The result is a level of trust that removes any and all doubt about being caught short or being surprised.
Telling the truth
Effective managers are committed to telling the truth and others know they can believe what they hear. Effective managers worry less about positioning and treat people as adults. They allow them to see things as they really are.
The Golden Rule
Acting with integrity is about treating others, as you would like to be treated. It is about being honest with others and yourself and not doing anything that would embarrass you if it were posted online.
Follow through
Effective managers do as they say. In fact, effective managers are not afraid to make commitments to others and do so in order to demonstrate their commitment to results and customers.
The “Other Centered Operating System” is not something that can be purchased and installed like the next version of Windows – thank goodness for that! It is also different than a set of skills that can be learned in a training class. It is a belief system, a set of assumptions about people that must be deeply integrated and continually checked in order to be an effective manager. The next time you need to hire a manager, ask for examples of how the candidate shows a Belief in People, how they demonstrate a Desire for other to Succeed, how they show Personal Confidence and Optimism and cases where they’ve shown Integrity. With the “Other Centered Operating System” as a framework for evaluating what you hear, it may become easier to hire an effective manager.