The Best Managers Share Authority. Now It Teaches Them to Delegate Using This 7-Step Process by Michael Schneider, Inc. Magazine, 7/22/19.
Use regular one-on-one check-ins. Regular check-ins, as opposed to waiting for the annual performance review, allow you to work collaboratively with your direct reports to offer regular insight, knowledge, guidance, and suggestions to help them solve pressing problems, and to help them stay on track for their professional development goals…
Encourage more peer-to-peer coaching. Peer-to-peer coaching offers some of the richest, most valuable learning in an organization..
Create mentoring partnerships. “Some of the richest mentoring I have experienced is through ‘reverse mentoring’ where a younger generation employee partners with a more senior employee and they agree to share lessons learned with one another,” says Michael Arena, Chief Talent Officer at GM, so consider pairing-up team members from different demographics…
Tap into the potential coach within everyone… You can encourage your own team members to become coaches and trainers by allowing them to hold their own mini-seminars on an important topic or skill…
Support daily learning and development activities… Suggest that they digest small bites of content when it fits into their schedules during the day, or look for creative and engaging ways that you can bring learning and development into daily activities for your people.
Seek formal training…Consider seeking out formal training to enhance and improve your hard and soft skills, whether it’s one class, a certification program, or completing a more formal executive education or leadership training curriculum.
Commentary by Dr. Whitesel: “One of the first exercises in my leadership course is to have students study the difference between leadership and management. As this article by John Kotter points out, both are required in a successful leader. Yet students seem to prefer studying leadership and overlook the critical ability to put leadership ideas into action by developing management skills too. Here in another seminal article on the importance of leadership and management, John Kotter not only talks about the difference but also how good leaders must develop both.”
Read more at … https://hbr.org/2001/12/what-leaders-really-do/ar/1
Commentary by Dr. Whitesel: “This seminal article explains the difference between leaders and managers … and why you need both. Based upon 80,000 interviews with managers and leaders by the Gallup organization, this research shows leadership deals with setting the vision, while management is helping people develop so they can work together and reach that vision. The church has a lot of leaders – but few managers, so that there’s a lot of visions – without clear plans to attain them. Below are several quotes that define the difference between leadership and management.”
LEADERS: “Great leaders discover what is universal and capitalize on it. Their job is to rally people towards a better future. Leaders can succeed in this only when they can cut through differences of race, sex, age, nationality and personality, and using stories and celebrated heroes, tap into those very few needs we all share.”
MANAGERS: “Managers will succeed only when they can identify and deploy the differences among people, challenging each employee to excel in his or her own way.”
You can be BOTH: “That doesn’t mean a leader can’t be a manager or vice a versa. But to excel at one or both you must be aware of the very different skills each role requires…”
Click on the thumbnails to begin reading…
Read more at … http://hbr.org/2005/03/what-great-managers-do/ar/1
Why Good Managers Are So Rare
by Randall Beck, Harvard Business Review
“Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time.
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage.”