Practical Ways to Lead and Serve (Manage) Others
This book is 75% complete
Last updated on 2019-12-12
About the Book
As a manager, do you feel as if you’re stuck between what the organization wants and what the people need? Your bosses may believe:
- That you need to measure the time people spend in the office to understand their productivity.
- That you need to reinforce individual work, especially with performance reviews.
- That people are “resources” you can plug and play where you need them.
All these myths (and more) mean you don’t manage as you might. You and the organization create dis-engagement. You might even push people away to find a job elsewhere.
In this book, you’ll learn to see how common—but ill-advised—management practices repel people, instead of attracting them. And, you’ll learn what you can do instead.
Learn to build trust and respect with congruence, and practice management with integrity.
About the Author
Bundles that include this book
Table of Contents
- Acknowledgments
- About this Early Release
- Introduction
-
1. Managers Lead and Serve Others
- 1.1 Encourage Flow Efficiency
- 1.2 Create a Culture of Psychological Safety
- 1.3 Extend Trust
- 1.4 Congruence Helps You Lead and Serve
- 1.5 Environment Shapes Behavior
- 1.6 Manage With Value-Based Integrity
- 1.7 Examine Your Management Assumptions
- 1.8 Managers Create and Refine the Culture
- 1.9 Lead and Serve with Excellence
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2. How Many People Can You Serve as a Manager?
- 2.1 Myth: You Can Manage Any Number of People as a Manager
- 2.2 What Do First-Line Managers Do?
- 2.3 What’s a Reasonable Number of People to Manage?
- 2.4 Create Learning Opportunities
- 2.5 Remove Yourself as the Expert
- 2.6 Build Trusting Relationships With Your Team
- 2.7 Focus on Serving, Not Controlling
- 2.8 Options to Lead and Serve
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3. How Often Do You Meet Privately With People?
- 3.1 Myth: I Don’t Need One-on-Ones
- 3.2 Gather Data With One-on-Ones
- 3.3 Model Behavior and Feedback in One-on-Ones
- 3.4 Privacy for Private Problems
- 3.5 One-on-Ones Allow the Manager to Serve
- 3.6 Build the Relationship with One-on-Ones
- 3.7 Structure Your One-on-Ones
- 3.8 What If You Don’t Have Time for One-on-Ones?
- 3.9 Options to Organize Your One-on-Ones
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4. Do I Really Need to Tell Someone How They’re Doing?
- 4.1 Myth: People Should Just Know How They’re Doing
- 4.2 Manage Your Feedback Words
- 4.3 Practice Effective Feedback
- 4.4 People Need Transparency
- 4.5 Options to Start Effective Feedback
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5. Is Measuring Time Useful?
- 5.1 Myth: I Can Measure the Work by Where People Spend Time
- 5.2 Time Is Not Results
- 5.3 How Many Hours in a Day?
- 5.4 Manage the Work in Progress
- 5.5 Which Meetings Can We Kill?
- 5.6 What Does Your Day Look Like?
- 5.7 When Do You Need to Respond?
- 5.8 Measure Results, Not Time
- 5.9 Experiment with the Number of Hours per Week
- 5.10 Measure Outcomes Instead of Time
- 5.11 Options For Measuring Outcomes or Results
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6. How Can You Tell if People Are Engaged?
- 6.1 Myth: I Need to Know People Are Invested
- 6.2 Management Work is Different From Technical Work
- 6.3 I’m Invested, Why Aren’t They?
- 6.4 What’s the Real Problem?
- 6.5 Options to Increase Engagement
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7. How Do You Know People are Working Hard?
- 7.1 Myth: If You’re Not Typing, You’re Not Working
- 7.2 Trust People to Use Their Best Work Approach
- 7.3 Recharge Yourself
- 7.4 Extend Trust to the People Doing the Work
- 7.5 Consider Team-Based Options for Work
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8. What Value do Performance Reviews Offer?
- 8.1 Myth: Evaluation via Performance Reviews Are Useful
- 8.2 Avoid Evaluation or Grading People
- 8.3 Self-Assessment Doesn’t Work, Either
- 8.4 Attention Works
- 8.5 Feedback Is a Team Problem, Not a Management Problem
- 8.6 Options Instead of Performance Reviews
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9. Do People Ever Need External Credit?
- 9.1 Myth: People Don’t Need Credit
- 9.2 Always Give Credit for Work Other People Perform
- 9.3 Fix Miscommunications When They Occur
- 9.4 Consider Formal Appreciations
- 9.5 Taking Credit is Anti-Delegation
- 9.6 When You Give Credit, You Look Like a Star
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10. Who Deserves a Job Here?
- 10.1 Myth: I Can Save Everyone
- 10.2 Why Can’t You Save Everyone?
- 10.3 Why Help an Employee Leave Your Team?
- 10.4 Understand Team “Fairness”
- 10.5 Consider When You Should Save an Employee
- 10.6 Create Action Plans
- 10.7 Help the Person Succeed Elsewhere
- 10.8 Act Promptly
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11. Do Hiring Shortcuts Work?
- 11.1 Myth: We Can Take Hiring Shortcuts
- 11.2 See Typical Hiring Shortcuts
- 11.3 Offer a Candidate a Reasonable Salary
- 11.4 Hire for Cultural Fit
- 11.5 Hiring Shortcuts Don’t Help Anyone
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12. Are People Resources?
- 12.1 Myth: I Can Treat People as Interchangeable Resources
- 12.2 People Accomplish Work
- 12.3 Language Matters
- 12.4 People Are Also Not FTEs
- 12.5 People Are Not Resources
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13. Do Experts Help Finish the Work?
- 13.1 Myth: Only ‘The Expert’ Can Perform This Work
- 13.2 Experts Cause Delays
- 13.3 Understand the Root Cause
- 13.4 Options to Reduce the Dependence on Experts
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14. Who Do You Promote Into Management?
- 14.1 Myth: I Must Promote the Best Technical Person to Be a Manager
- 14.2 Management Skills Are Different from Technical Skills
- 14.3 Differentiate Between Managers and Technical Leads
- 14.4 What’s the Value of the Work?
- 14.5 Managers Work Outside the Team
- 14.6 Great Technical People Can Be Great Managers
- 14.7 Consider Your Promotion Options
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15. Where Will You Start Leading and Serving Others?
- 15.1 Visualize the System
- 15.2 Assess Your Current Behaviors
- 15.3 Change Your Behaviors First
- 15.4 You Don’t Have to be Perfect
- 15.5 Is Management For You?
- 15.6 Our Journey
- Annotated Bibliography
- More from Johanna
- Notes
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