They should be doing all of their job, and have demonstrated they can do at least half the promotion they’re being considered for. Here are some of the behaviours you should be looking for:
I got an e-mail from a former colleague of mine, a wonderful if quiet lady who was instrumental in supporting a major bid I was the proposal manager on several years ago. She wrote to ask me some career questions:
I have been reading your articles from your company pages on LinkedIn. Good articles by the way! I quite enjoyed them. I have a question that comes from your article on employees being treated “fairly”. By the way, I totally agree with the philosophy — each person has to be recognized for their contributions, or punished for messing up, in an appropriate manner. The “how” they are praised or punished has to be appropriate for each individual. What I still don’t see is how the person who harasses someone in an office gets the promotion while the person who was harassed got fired. I also wondered at how one person, who works hard all day and has excellent quality, doesn’t get recognized for their work while the person who is exceptional at politics (and doesn’t work all day, less output –with the same quality level) gets kudos for their work. Is this where the interpretation of “unfairness” comes in? This is also where the following question comes in.
Have you done any research on how managers might help people who are not outgoing, i.e., extroverts versus introverts? Another subject that comes to mind are those people who suffer from anxiety and panic disorders. They are so different in how they are (or not) able to interact that they must be handled differently also. How do managers help build up confidence in these people? This question comes to mind because I read some statistics the other day about how 4-5 people out of 10 have physical disabilities whereas 7-8 out of 10 have mental (anxiety/panic, bipolar/schizophrenia and depression) disabilities. This was quite a surprise to me and yet we still don’t address it or recognize it as being a major part of our society and how we function.
I feel managers have a major part in recognizing these employees and should have strategies to help them. After all, extroverts may be the ones to come up with all the ideas but it’s the introverts who are able to carry through and get the work done.
She’s absolutely right. It is the job of managers to get the best out of the people working for them. Everybody has strengths and weaknesses. Managers get the best out of their staff by recognizing those strengths and weaknesses and adjusting the work-load, training, and coaching to get that best.
The Effect of Poor Promotion Decisions
I see this often in my current consulting work. People have been promoted as a reward for doing good, or because they are good at convincing their boss they’ve done good. You might say their strength is managing the relationship.
This isn’t always what’s best for the company. Especially when the newly minted manager doesn’t realize that their rôle and the skills required have fundamentally shifted. At best they are only mildly effective.
At worst, they are actively holding back the company, wasting time and resources, demoralizing others, and blocking advancement to more deserving employees. Plus the job they used to do so well is being left un-done or done poorly.
Let me say this as clearly as I can: Managers Manage People.
Managers Manage People
They don’t manage departments, or projects, or work product, scope, quality, schedule, or cost. They manage people, and everything else is managed by proxy through those people. Once you’ve gone beyond the level of individual contributor, the tools and techniques will fundamentally change. You now lead the collaboration.
Collaboration, team-work, relationship building- they’re all especially important in intellectual, knowledge-based, and innovative workplaces. It’s only going to get more collaborative as the Chinese and other formerly third-world economies come on line. Everything eventually becomes commoditized and sub-contracted.
One of my clients is currently in India talking to his drafting department. Don’t think he isn’t trying to figure out other ways to reduce his costs, work internationally, and grow his business. They have a low-bid Chinese competitor working on the building next to theirs spurring him on every day. The Chinese product’s installation may suck right now, but their people will get better at it.
Once you’ve gone beyond the level of turning a wrench, running the cash register, or writing that report, you’re effectiveness depends on “using” your people most effectively.
Let the Facts Speak For Themselves
Recognize and develop the people that actually do the work, based on facts and measures. Don’t get suckered into favoring the ones that have the skill to build a relationship with you. You will lose credibility.
I’m not saying that staff shouldn’t have the ability to build relationships. Certainly it’s a strength and a skill. I’m saying they shouldn’t be promoted based solely on the strength of their relationship with you.
As managers we shouldn’t have to judge the people that work for us. The facts, presented fairly, will do that for us. That’s why properly performed performance reviews are not just an annual event. They’re a process. One that you need to pay attention to every day.
Managing Your Relationship With Your Boss
My first response to Lady X (sounds mysterious doesn’t it?) was:
. . . . there’s a podcast I’d like to recommend to you called “Career Tools”. It can be found at http://www.manager-tools.com/podcasts/career-tools , and also on iTunes if you listen to podcast on your iPod or other technology. Of particular interest to you I think would be the “Professional Updates” episode: http://www.manager-tools.com/2008/11/boss-one-on-ones-professional-updates .
I’ll be writing more next week about how employees can help themselves, and about dealing with different behaviors and personalities most effectively.
In the meantime consider this:
How Should We Judge Managers?
Imagine you’re a manager. The CEO has decided your promotion and bonuses are now based on the fit and performance of the people you hired in the past. In other words, every year you will be evaluated by how well the people you hired into your company are doing, whether they still work for you directly or not.
You’re being evaluated on how well you pick and develop talent. How would that change how you whom you hire and how you lead them?
- Hiring too fast
- Firing too slow
- No follow through
- Meet people where they to take them where you want to go
1. Hiring too fast – not having the discipline and forethought to go through some sort of structured process (any structured process) when hiring people. Hiring the wrong person cost the company 5 to 15 times their annual salary. Yes that much. No, your gut is wrong. When you start using a process you’ll figure out how wrong.
Besides paying the wrong person to do work that’s not getting done, there’s the impact to others, your time, the lost opportunities of everybody affected, how it affects your clients and customers, etc.
If you’re in a rush hiring somebody, just remember how much it’s going to cost you later. Pay me now or pay me later.
2. Firing too slow – if they’re the wrong person, they’re the wrong person. Get them out as fast as you can and move on. Yes, sometimes employees with the right behaviours (character, attitude, whatever you want to call it) can be coached, mentored, or transferred into a position that lets them play to their strengths everyday, but only in some cases. Set a six month deadline, then follow through.
(p.s. the most common behaviour you need to interview for? The ability to play well with others. )
3. No follow through – you’ve hired the best person available for the job, and they show up bright, shiny, and eager for their first day of work. This is exciting!
Oops, no desk, no computer, no introductions, no face time with you because you’re too busy putting out the fire-of-the-day? No follow-up, no one-on-one face time with the boss, no performance reviews (except one a year because the company says you have to).
Guess what, Mrs. (or Mr.) Manager: Your Most Important Job is Managing Your People. That means hiring the right people, firing the wrong ones, and give them the feedback, tools, and coaching they need to do their jobs to the best of their ability while you remove obstacles for them. Spend your time doing that, and they can take care of the fire-of-the-day for you. Happy, productive people doing your work. If you can manage that (pun intended) somebody might even promote you.
4. Meet people where they are, take them to where you want to go – This one is a little less intuitive, so I’ll use a metaphor. Imagine you’re running a company, and the (admitted hypothetical) goal is for everybody in the company to run a marathon. Maybe you’re a running shoe company, and this is a great way to promote your brand, get intimate with your customers, network with potential new hires, whatever.
So, you send out an e-mail telling everybody where and when the marathon is. You’ve arranged for media coverage, registrations, and even maybe some prizes for the highest performing employees. All set, right?
Crossing the finish line yourself, you think to yourself what a great event! We’re really going to see some great results from this. Here’s the problem, Mrs. (or Mr. Leader): Not only did you leave most of your people heaving their guts out halfway through the course. Some of them are still tying on their running shoes at the start line. A couple of them couldn’t arrange a ride, and there’s two guys having one last cigarette trying to figure out why the hell they had to get up early on a Saturday morning anyway. Don’t forget the folks that got lost on the way to the race, because they’re still on the clock too.
Your job is to make sure as many people cross the finish line with you. Not to make sure you cross the finish line first. That’s just your ego talking. Meet people where they are to take them where you need them to go. That’s real leadership.
[This rant inspired by HBR’s How to Prevent Hiring Disasters]