Maestro Quality Newsletter Issue 3 – April 2008
Maestro: Top 12 Shifts to Enhance the Managers’ Quality of Life (and Success)
Patricia’s Notes
The response to March’s newsletter was encouraging. The topic on shifts that affect the Sales Professionals stirred interest about what shifts others can adapt to enhance their experience in the workplace.
Inquiries flooded in:
“What about Controllers?”
“What about Managers?”
“I am new in my management role. What about me?”
Attention all experienced, new, and aspiring managers. This issue is for you.
- How can you stand out as a highly effective “Coach Manager”?
- How can you attract and retain employees who want to work with and for you?
- How can you end struggle, exhaustion, and disillusionment?
A few well-selected shifts in your style will differentiate you as a Coach Manager. You will propel to a new level of effectiveness and quality of life as a respected member of your management team.
Shifts are sometimes about letting go of what got you here (like being a problem-solver) and embracing new skills, behaviors, and style (like being the creator and champion of a problem-free zone).
Meet Sue Edwards, PCC, CHRP, President of Development by Design
I am confident that you will enjoy Sue’s article Letting Go of What Got You Here (further below). Sue specializes in working with successful leaders transitioning into a new organization or upward into significantly more challenging levels of leadership. Sue is the creator of “Clearing the 90-day HurdleTM“. She brings a powerful blend of passion and professionalism to her coaching with executives and leadership teams. Her company, Development by Design, was founded in 1996 and she works globally with clients in various industries. Sue and I are strong business alliances and compatible ICF Conference roommates. Sue can be reached at sue@development-by-design.com. Visit her website at www.development-by-design.com or click on www.clearingthe90dayhurdle.com for more on her specialized program.
Feature Article: Top 12 Shifts to Enhance the Manager’s Quality of Life (and Success)
The primary role of the Manager is keeping everyone on track toward achieving the organization’s Vision. However, in many organizations, the Manager has become detached from this significant and honorable role. The role is commonly reduced to that of a control-driven, fault-finding, and blame-focused overseer. WHO SAID THAT?! If you are a Manager, you may be offended. However, this is the perception of staff when their Managers manage merely for results, focus on weaknesses, and consistently point out failures and errors. Employees want to work for Managers who create and foster an environment of respect, empowerment, and leadership.
The following shifts are keys to a model that focuses on “attracting” success for the experienced, new, and aspiring Manager in both his/her personal and professional life.
|
From |
To |
|
| 1. | Managing merely for results |
|
| 2. | Controlling employee actions |
|
| 3. | Creating adrenaline through deadlines |
|
| 4. | “You report to me” or “I’m watching you” |
|
| 5. | Pointing out weaknesses, failure, and errors |
|
| 6. | Pushing action and responsibility |
|
| 7. | Fostering or tolerating “us against them” culture. “Them” being other departments, employees, and even customers |
|
| 8. | Solving problems (well) |
|
| 9. | Patronizing or offering “constructive criticism”. Criticism when disguised as “constructive” is still destructive. |
|
| 10. | Not attending to life outside of work |
|
| 11. | Trying to impress your manager or being frustrated by your manager |
|
| 12. | Trying to do a good job |
|
The above “shifts” are adapted from an extensive list (over 60) in CoachU training material. The Coach Manager Program includes a 100-point checklist covering 10 areas of significance for the Manager:
| 1. | Personal Balance | 6. | Quality Work |
| 2. | High Productivity | 7. | Take Initiative |
| 3. | Self-Management | 8. | Manage Up |
| 4. | Communication | 9. | Teamwork |
| 5. | Healthy Boundaries | 10. | Career Path |
For more information on how this material can be used to support the coaching process with Managers, contact patricia@maestroquality.com
Letting Go of What Got You Here
By Susan Edwards, PCC, CHRP
“If you only do what you know you can do, you never do very much.”
- Tom Krause, motivational speaker, teacher and coach.
Letting go of previously successful approaches is one of the most frequent coaching topics for my executive coaching clients. It’s especially a challenge when the approaches that are no longer appropriate to rely on are the very behaviors that led to the promotion.
Why this sudden about face? Why would certain behaviours be considered strengths one day and weaknesses a week later? Are organizations this erratic?
Think of situations where you’ve been recognized for a particular strength. Let’s take “rolling up your sleeves and getting things done” as an example.For much of your career, you may have been rewarded for showing initiative and accomplishing things yourself. Then suddenly as you are promoted to the next management level, this strength doesn’t seem to earn you the respect it once did. Your manager starts telling you to stand back and get things done through others instead. You are told to get your nose out of the day-to-day issues and address longer-term strategic concerns. You are encouraged to hold back your own answers and coach others to figure out their own best solutions instead.
Interestingly enough, I’ve noticed that the challenge of making these shifts seems to be most difficult for people who have had the most previous success. The louder the applause, the more the individual wants to repeat the same behaviours. It can be frightening to move from a place of high-achievement and strong recognition to a place of “not knowing” and uncertainty. It can be uncomfortable to move from expert mode to learner mode. It’s very natural for this discomfort to result in resistance to pursuing new skills and a desire to continue relying on proven success strategies from past roles.
Accountability partners such as your manager or a mentor can be of great support in helping you hold your hand to the flame and try on new behaviors. The services of a professionally-trained leadership coach are particularly valuable to support you with these challenging skill transitions.
“It is necessary to any originality to have the courage to be an amateur.”
- Wallace Stevens, poet
Here are some questions for personal reflection…
• What past skills or strengths are at risk of becoming (or may already be) liabilities for you at your current level in the organization?
• How can you shift your attention to the necessary new skills that are important for success in this role?
While it is understandably daunting to step into the unknown to gain new skills, it is the path to personal growth and career progression. I wish you well on this journey.
Copyright © 2008 Sue Edwards, PCC, CHRP
Adapted, with permission, from Sue’s chapter “You’ve Gotta’ Flip It On Its Head! Four Key Strategies for Leadership Success”, in Awakening the Workplace, Vol 2. You can order your copy on Sue’s website http://www.development-by-design.com/greatbooks.htm or by contacting me at patricia@maestroquality.com. Sue and I would be pleased to sign your copy.
Resources
What I am currently reading:
“The Portable Coach”, 28 Surefire Strategies for Business and Personal Success” by Thomas J. Leonard, Founder of Coach University. With Byron Laursen.
Thomas J. Leonard is known as the father of personal coaching. This book is a constant companion on my desk and in my briefcase. Laid out in short chapters, this book is easy to read step by step or when you want to reference particular strategies that resonate for you at any particular time. I return often to Step 22 – Become an Unconditionally Constructive Person to support me in becoming the person and leader that I want to be.
Use and Distribution of Articles
Want to use the feature article on your website or your own e-newsletter? You’re welcome. However, we do require that you distribute in its entirety without alteration and include the appropriate copyright and following bios with live web site links. Please notify us where the material will appear.
Copyright © 2008 Patricia A. Muir, ACC, President of Maestro Quality Inc. www.maestroquality.com
Patricia A. Muir works with service sector organizations that aspire to be recognized for best practices in leadership and quality of life in the workplace. Her company, Maestro Quality Inc., consults and coaches service sector companies in implementing programs that achieve recognition and awards for being the best service providers and employers in their industry and community.
Copyright © 2008 Sue Edwards, PCC, CHRP, President of Development by Design sue@development-by-design.com
Sue brings a powerful blend of passion and professionalism to her coaching with executives and leadership teams. Her company, Development by Design, was founded in 1996 and she works globally with clients in various industries. Sue specializes in working with successful leaders transitioning into a new organization or upward into significantly more challenging levels of leadership.
