Management Means Controlling Results
- Recruiting the Best People
- Training and Developing the Required Skill-Set
- Building a High-Performing Team Culture
- The Art & Science of Planning the Work and Projects
- Effectively Delegate Assignments and Empower Your People
- Managing the Project Execution
- Planning & Execution Video Resource
Management Means Controlling Results
Management is not about controlling people, its about how to manage controlling results. In order for a manager to be in the absolutely best position to manage outcomes, they must implement very specific management skills and actions that work.
High among these are advanced delegation skills, including the empowerment of employees.
At the outset, it is critical to grasp the fundamental competency that the top managers use to manage work successfully. They execute strategies to control outcomes by managing the right people and complete delegation.
The management secret here is that to be effective managing the right people is about empowering them…not controlling them…manage vs. control you team.
There are many reasons why managers struggle with controlling to manage results and leading people with empowerment . It takes very specific skills and time and effort to put the right roup together and manage their work product through delegation management. It is a common management problem that leaders are too often so busy at their own work that they do not focus on the ongoing and deliberate actions to get effective results.
Here is the absolute list of 6 management skills and actions to put them in the best position to manage for results by managing people successfully.
- Recruit the Right People
- Train & Develop the Business Unit
- Build Teamwork as a Guiding Principle
- Plan Projects & Assignments Properly
- Effectively Delegate Assignments with Empowerment
- Manage the Project Assignments & Execution
These 6 fundamentals are at the very core of effective management and leadership empowerment success. Here is a review of each step…
Recruiting the Best People
It is axiomatic to the very definition of a highly productive business unit management that it be made up of the best people to work with and motivate. Sounds so simple. Over my career, I have taken over existing business groups in both an entrepreneurial setting and in a large corporate environment to and expected to be effective manage change and build performance..
When you begin to manage an existing unit the people are already there, you in effect have many challenges but the starting point to be effective at implementing our 6 step program is to make an in depth assessment of the talent, skill & current performance level of each team member you will strive to supervise and delegate tasks.
This is your effective management base-line. You have to be effective to manage the team’s results on an individual level and trust empowerment. It may be important to learn as much as you can from any current supervisors you have or to consult with your HR department.
Caution: You simply can not rely exclusively on a prior managers performance reviews. Most managers performance reviews are not worth the paper they are printed on because they are poorly executed. There is a tendency to gloss over work problems and do reviews at the last minute and this is not effective. This is no way to manage and you should not depend on these management reviews as your sole resource to be effective here.
Once you have as accurate and complete an understanding of each person in your unit, the work begins to set the project stage for any effective recruiting efforts. Here it gets complicated.
In most companies of a size to be subject to employment laws and their own corporate rules, the ability to eliminate an employee is difficult. That said, whatever the requirements in place, the effective leader must begin an evaluation and performance plan procedure on any employee who is not right for the business unit or is under-performing. It is tough to implement empowerment unless the employee is right.
For our purposes here, it is important to have a clear picture of what we mean by “empowerment.” Managers who understand not only the meaning but the implications for the success of people on their team, will have a higher chance of successfully executing their work, Wikipedia defines it this way…
“The term empowerment refers to measures designed [by managers] to increase the degree of autonomy and self-determination in people and in communities in order to enable them to represent their interests in a responsible and self-determined way, acting on their own authority. Empowerment as action refers both to the process of self-empowerment and to professional support of people…”
The act of “increasing the degree of autonomy” is the first step in having a dynamic team and increasing over-all performance.
The Basics for Recruiting the Right People
Who are you going to manage? Who will you be willing to trust with empowerment of action?The manager will have two basic opportunities to recruit the best people to build and strengthen the team.
- To fill positions where an employee leaves the business or has been terminated
- Approved additions to staff
Once the manager has the opportunity to hire new people. getting the hiring done right is the most important job. This is because, a poor hire set you back and eliminating the mistake has to run the course of HR and performance plans. In a sense, you are better off as part of sound,effective management not hiring anyone than hiring the wrong person.
The basics here are as follows:
- Know exactly the skill, knowledge and personality traits and characteristics that will best fit your group and work types to be undertaken.
- Meticulously dig into every resume and every interview to be effective and “prove” how a candidate matches you job criteria.
- Have other members of your management team interview the best candidates after you have screened them.
- Make absolutely sure that you have described exactly what you are looking for to each candidate and then,
- Ask them to prove to you that they can meet your requirements and give examples of what they have done to support there belief.
- Have the candidate confirm that what you are looking for is what they are looking for. The fact that each candidate is looking for a job is not an indication that there is a fit.
The next step is effective training and development team management.
Training and Developing the Required Skill-Set
Surveys data shows that 65% of employees indicate the quality of training and learning opportunities positively influences their engagement and your ability to manage for success. But 70% of workers say they are not engaged at work (source: Gallup)
Don’t you think focused training and development is a key to business unit performance? You want effective and well-trained staff to tackle each project and free to act with empowerment.
The managers ultimate ability to control work outcomes & manage their people is predicated on each person’s ability to complete assigned tasks for the project at hand successfully. There are many factors that go into this but the training and development each employee has received is at the core.
If a manager has hired, trained and developed the right people for the team, the ability to empower and trust them to do the job is present. Armed with a complete description of the skills and knowledge needed to support the functions and responsibilities of a given position, the manager can use every resource at their disposal to relentlessly manage training people on these factors.
Knowing your employees strengths and development needs puts the manager in the best position to target training efforts. There are resources available to help with assessing skills and strengths such as Gallup’s StrengthsFinder 2.0
Properly trained and developed and give opportunities to gain experience, the employee is now in a position to be a consistent contributor to the groups success and project execution.
Building a High-Performing Team Culture
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The very best managers have created a business unit made up of the right people, trained extensively and integrated into a cohesive and tight-knit team culture. You simply can not give lip service to this. The “talk must be walked.”
Either you have a top performing team of people or you don’t. This is performance management. A leader, business owner or executive’s career will be based on the team they build and how effectively they manage them in the delegation of assignments and and project.
How is a High-Performing Business Unit Defined?
When working at a large 10,000 employee financial services company, the investment sales and service division was tops in the industry. The sales group was made up of the right individuals, carefully stitched together based on very refined skills and interpersonal characteristics. They were well compensated with a commission and bonus system that was laser targeted to the results required. and empowerment of action the word of the day.
The characteristics of the investment team included…
- Hiring talented people already familiar with the retail side of the organization through which they receive their leads.
- Extensive training that was ongoing and really never ending.
- Consistent and purposeful team meetings, sales conferences and small group gatherings.
- Huge recognition for definable success in the exact results sought by the organization.
- Constant actions by the sales team leaders to both manage up with retail management and manage down with the retail referral sources.
- Performance expectations that were so clear and specific that the takes of eliminating under-performers was made as easy as possible within the rules and regulations.
- Once a sales team leader completed all initial training and had enough time to prove their ability to complete all the requirements of the job, with proper delegation they were set free and empowered to execute.
A high-performance team is not only defined by results to expectations but by the implementation of strategies and processes that tightly aligned with the senior leaderless vision and mission. This provided the manager with the opportunity to control results and planning projects and assignments was the next step.
The Art & Science of Planning the Work and Projects
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Most business unit or organizational team leader is involved in planning projects and managing the execution. These assignments range from small regular assignments to big and complex projects involving many people and organizational complexity.
Whatever the size, planning makes execution and empowerment of your people resources possible. In many companies, with project management resources, major projects involve resources that play a major role in planning the project. That said, the leader of the project has the responsibility to execute and manage the plan and people to carry it out.
Managers who need to plan their own projects for delegation to their team, without the benefit of project resources within the company, or small business owners simply need to follow some basic principles.
There are a lot of project templates available and in many cases the simpler the better (just search “project templates” on the internet). Our website theme and purpose here actually lays out the proper process, Plan the project. Delegate the Assignments. Manage the execution.
- The “Plan” needs to include a crystal clear description of what the project needs to accomplish, how it fits into the business units responsibilities, the time line and the quality control factors (empowerment management depends on this).
- The “Delegation” is the process of being skilled choosing the right person to undertake each sub-assignment and to layout exactly what needs to be done, by when and in what manner.
- The “Manage” element refers to setting the schedule, including update reports, providing the resources and any mentoring needed, coaching and any off-plan changes or decisions.
This is the essence of controlling the results and being able to manage the people you work with.
Effectively Delegate Assignments and Empower Your People
The delegation process deserves it’s own space in the 6 management skills for success in building a high-performance team. Delegation for results is both an art and a science. The art is to build relationship and develop knowledge of each team members strengths, weaknesses and characteristics. This plays into being effective “picking the right person” for project sub-assignments and work tasks in order to succeed at delegation as shown above and then communicating the action steps described in the work plan. Armed with the people knowledge and the action plan specifics, the manager is prepared to communicate assignments. This is really a communication and confirmation process.
Communication: using the action plan as the visual for a specific sub-assignment, one that clearly shows where a given assignment fits into the over-all plan. The manager then describes the project assignment to the assignee in a way that fits this particular employee, the see it through the lens of the employees you work with applies here.
Basically, the manager will describe what needs to be done, the timeline for completion, how the activity needs to be done (quality), what help or resources are available and how/why the assignment fits the Plan, which is key to delegation..
Confirmation: The delegation process of seeking as much feedback as necessary from the employee to assure their understanding of the work assignment, asking for any ‘any questions’ about the assignment and then securing confirmation that the person or persons involved is committed to executing the job. The manger delegates the appropriate level of authority and empowers the experienced person with the freedom to act within defined parameters.
Managing the Project Execution
The execution of a well planned project is really a work “over-seer” process in delegation. With the project plan laid out, sequential and over-lapping sub-assignments communicated the manager now follows the progress closely. Schedule and unscheduled update meetings and feed back sessions will be the managers main delegation process to maintain the velocity of execution as individuals work through the plan.
The follow-up and feedback also allows the manager to anticipate issues and obstacles and make adjustments that will work as needed as a part of effective delegation. It is also an opportunity for recognition for positive results and coaching for areas where execution is not going as planned.
For the most part, each employee should feel a reasonable level of freedom knowing that the manager is near if questions or concerns come up but not the feeling that they are being micro-managed. This is top flight delegation and empowerment.
Planning & Execution Video Resource
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