<!– /* Font Definitions */ @font-face {font-family:Wingdings; panose-1:5 0 0 0 0 0 0 0 0 0; mso-font-charset:2; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:0 268435456 0 0 -2147483648 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:”"; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:”Times New Roman”; mso-fareast-font-family:”Times New Roman”;} a:link, span.MsoHyperlink {color:blue; text-decoration:underline; text-underline:single;} a:visited, span.MsoHyperlinkFollowed {color:purple; text-decoration:underline; text-underline:single;} p {mso-margin-top-alt:auto; margin-right:0in; mso-margin-bottom-alt:auto; margin-left:0in; mso-pagination:widow-orphan; font-size:12.0pt; font-family:”Times New Roman”; mso-fareast-font-family:”Times New Roman”;} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} /* List Definitions */ @list l0 {mso-list-id:204104722; mso-list-template-ids:-1343059274;} @list l0:level1 {mso-level-number-format:bullet; mso-level-text:?; mso-level-tab-stop:.5in; mso-level-number-position:left; text-indent:-.25in; mso-ansi-font-size:10.0pt; font-family:Symbol;} ol {margin-bottom:0in;} ul {margin-bottom:0in;} –> Managerial Challenge: figuring out how to lead/manage individuals and team.The key: Be consistent by consistently alternating your leader style, as it is appropriate to the individual or team.

The model: The golfer who chooses the right club for the right situation. And even if she chooses the best club her shot does not always land where she had planned. The successful golfer adjusts to bad shots. The competent manager adjusts to the variances in people’s behaviours.

Case #1 - Helpful or Abdicating?

George is new to a business unit. He has proven technical skills for the job. He seems to have difficulties infusing himself into the team. He’s not sure about how his job fits into the big picture. He is hesitant to take on much responsibility because he is not sure his skills are right for the job. I am confident that he will be fine as soon as he learns the job.

Actions to take, pick a favourite:

  • A. Ask him to record the skills he brings to the job, then show him how to use them in productive ways.
  • B. Give George a full orientation to his new job. Show him what he needs to do to get started.
  • C. Watch him from a distance to see what he can figure out on his own.
  • D. Ask him to write down the skills he brings to the job, then help him work on how to apply them.

In this case, the best style is “B” — Helpful, Showing with George.

Although George is technically competent, he is not sure how he fits in. He needs clear directions to increase his competencies to help him get oriented to the new assignment so he will be more motivated. Until he fully understands the job, he won’t understand the manger’s point of view that his basic skills are acceptable. He just needs to be shown how to do this new job. And until he knows that, his ability to infuse himself into the team, confidence to do so and motivation will remain low. By engaging in a conversation that shows him what, why, and the how to do it, he is much more likely to get onboard much more quickly.

If the manager chooses “C” — s/he would be abdicating her/his leadership responsibilities.

It is not useful to give George so much responsibility - yet. He need direction and close supervision. Without this, he will likely flounder, feel discouraged, or direct his efforts to the wrong places. Then the manager can begin to resent him or becoming discouraged her/himself. S/he might start thinking “You just can’t find good people anymore! When I…”

If I use the manager decides to do “A” — s/he is over-involving George in the task.

Getting his input may be meeting the manager’s needs for relationship, but it is not helping George get into the tasks at hand. Right now, George needs to get fully oriented to the job at hand (develop his competencies). When that happens the manager would then shift to “A” style.

“C” is over-Accommodating.

The manager may be trying too hard to give George developmental opportunities when he is not ready for decision-making responsibilities. Managers often do this with people who enter a new job with high-level technical skills. They forget that there is a whole range of tasks around onboarding, getting the person included in the team, and making sure the person understands how the work is done in the new situation.

George probably views the manager as friendly. He may appreciate her/his offers of support, but the manager, with “C” is interfering with George’s development by not giving him enough direction to make him as productively competent as quickly as he could be.

Human Principle #2: We behave in our best interests when we:

* Increase our competencies;

* Are aligned with our personal and business values; and…

* Choose to be engaged.
To get your FR.EE Instant Copy of — A TASTE of GENIUS — to get an introduction to how to be a helpful, showing manager vs. abdicating. Go to http://www.subject2change.ca

From Dr. Jim Sellner, PhD.,DipC. — working with Zoomers & Super Zoomers leaders/managers to experience more joy, health and a sense of abundance.

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