Managing by the Numbers
An Epidemic is Looming
For the last four decades organizations have been focused on developing and promoting the concept of leadership. It began in the 1970s when scholars declared that most work groups were over-managed and under-led. That sparked a revolution in favor of leadership development. We began to see articles that pointed out that “Noone Wants to be a Manager.” As a result, an “Epidemic of Under-Management” afflicts much of today’s workplace. Most organizations are now over-led and under-managed.
The Consequences of Under-Management
Leadership is an essential element for navigating change. But, navigating the complexity of the daily grind (called the whirlwind) requires effective management. In the age of knowledge workers, many have suggested that managers are no longer necessary. But, recent research confirms what informal observations have predicted for years – “Management Still Matters.“
People still need the guidance, support, encouragement, coaching, and development that only a caring and focused manager can provide. The Gallup organization reports that less than 20% of current managers are ineffective in that role. The consequence is a workplace with:
The MBTN Solution
Managing By The Numbers offers a simple and effective way for every manager to get better at supporting, developing, and encouraging employees so that teams produce better outcomes. It includes 3 Beliefs, 4 Phases, 7 Principles, 12 Elements, and 28 assessment questions. We promise that if a manager follows these simple steps, “you will be a better manager, period.”
3 Critical Beliefs
This is the only known technology that allows a manager to actually create (not just evaluate and monitor) high performance levels in employees. It is based on conditions that a manager can actually change and is 100% validated as a means to get top performance from any and all employees. It is simple and doable by any manager who wants to be a great manager. The three critical beliefs that can be created, adjusted, managed and which convert motivation into effective behavior include:
The most important relationship at work is between an employee and his/her immediate manager. That relationship has a life cycle, which when managed well, always promotes dignity and produces a more satisfying work climate for the employee and greater results for the team. They are:
7 Principles for Effective Management
Managers can manage performance by affecting what each employee believes about their work. Managers must also control what they believe and what they do. Years of research and observation of great managers indicate that the ability to adapt to the unique needs of each employee while managing your own preferences, biases, stereotypes, and reactions is a requirement for managing people in a diverse workplace. The affirmations that create great managers include:
If you can remember what it was like to be at your best; to fire on all cylinders; to be in your groove; to give 100% and get extraordinary results, you probably can remember a manager who, by their behavior, allowed you to have that experience. The best summary I have found (that supports my own research and observation) is the 12 Elements outlined by The Gallup Organization. Here is what great managers do to create breakthrough performance by employees.
28 Questions to Assess Effective Management
Want a quick checklist to determine if you are exercising great management skills with all your diverse employees? Here it is. Make a regular habit of reviewing these questions and honestly answering them. Start by getting clear about your response to Questions 1-3. Nothing matters until you know the power of your role as a manager of people (talent).
Here are the questions.
1. Can you distinguish between managing and leading?
2. Why have you accepted the noble calling of managing people?
3. Would you prefer to be recognized for getting results (directly) or getting results through other people?
4. Can you name your best employee?
5. Can you name your worst employee?
6. Do you sometimes treat them differently? Why?
7. Do you expect more from one of them? Why?
8. Do you have frequent one-on-one meetings with all your employees?
9. Are they all comfortable sharing their needs and concerns with you?
10. Can you tell at least one personal story about each of them? Can they all tell a story about you?
11. Did you have an initial deep dialogue with each employee when you first started working together?
12. Are you aware of your biases?
13. Do you know when you tend to prejudge?
14. What are your hot buttons (things or situations that cause you to react strongly)?
15. Do any of your employees belong to a group or exhibit behavior that triggers a reaction in you?
16. What major adjustments have you made for any of your employees?
17. How have other employees responded to you giving preferential treatment to any of your employees?
18. List three reasons it is important to give “preferential treatment”.
19. How much position power do you have?
20. How much personal power do you have?
21. When have you used all your power to help solve an employee problem?
22. When have you used your boss’ power to solve an employee problem?
23. Have you ever made a decision for an employee without getting their input?
24. What have your employees told you that affect the way you treat them?
25. How did you ask your employees for guidance on how to be the best manager possible for them?
26. How do you define fair? How do your employees define fair?
27. Which definition do you defer to?
28. Give one example of when you knowingly treated an employee fairly and the employee was delighted with the treatment. What made it work?
About the Course
Managing by the Numbers
2 days 15-25 ppl
Designed for first line supervisors up to and including C-suite executives. For the last 20 years Dr. James O. Rodgers has advised clients on how to use the principles of diversity management as a catalyst for superior business performance. The simple message is this, “manage all people effectively and the promise of diversity management will be fulfilled”. The growing complexity of the workplace is confounded by globalization, ever-increasing human diversity, systems and process integration, mass customization, economic woes, the rise of developing nations and radical, disruptive technology. The one common denominator is people. Regardless of culture, economics, or geography, people all need certain things in order to function and produce at their best. Managers are the catalysts that unleash the potential of all employees for the good of the enterprise.
Managing by the Numbers offers relief from this under-management dilemma. Based on the groundbreaking book, Managing Differently: Getting 100% From 100% of Your People, 100% of the Time, it lays the foundation for recognizing that effective diversity management begins with effective management of people in a diverse environment. It provides perspective, tools and simple rules that guarantees any manager better results upon completion of the learning and practice. The 100% imperative for the 21st century requires better balance between leadership and the hard skills of managing people..
There is specific methodology to creating breakthrough performance in a diverse workplace. Managing by the Numbers covers all of it.
For the last four decades organizations have been focused on developing and promoting the concept of leadership. It began in the 1970s when scholars declared that most work groups were over-managed and under-led. That sparked a revolution in favor of leadership development. We began to see articles that pointed out that “Noone Wants to be a Manager.” As a result, an “Epidemic of Under-Management” afflicts much of today’s workplace. Most organizations are now over-led and under-managed.
The Consequences of Under-Management
Leadership is an essential element for navigating change. But, navigating the complexity of the daily grind (called the whirlwind) requires effective management. In the age of knowledge workers, many have suggested that managers are no longer necessary. But, recent research confirms what informal observations have predicted for years – “Management Still Matters.“
People still need the guidance, support, encouragement, coaching, and development that only a caring and focused manager can provide. The Gallup organization reports that less than 20% of current managers are ineffective in that role. The consequence is a workplace with:
- Loss of dignity at work
- Lower human productivity
- Fewer high-performance teams
- Decline in the sense of well-being at work
- More anxiety and depression
- Failure to get benefit from diverse teams
- Increased turnover
- Talent drain
3 Critical Beliefs
This is the only known technology that allows a manager to actually create (not just evaluate and monitor) high performance levels in employees. It is based on conditions that a manager can actually change and is 100% validated as a means to get top performance from any and all employees. It is simple and doable by any manager who wants to be a great manager. The three critical beliefs that can be created, adjusted, managed and which convert motivation into effective behavior include:
- I Can Do It! (Confidence)
- My performance will be rewarded. (Trust)
- I will like the way I am rewarded. (Satisfaction)
The most important relationship at work is between an employee and his/her immediate manager. That relationship has a life cycle, which when managed well, always promotes dignity and produces a more satisfying work climate for the employee and greater results for the team. They are:
- Bringing Them In
- Helping Them Win
- Helping Them Grow
- Letting Them Go.
7 Principles for Effective Management
Managers can manage performance by affecting what each employee believes about their work. Managers must also control what they believe and what they do. Years of research and observation of great managers indicate that the ability to adapt to the unique needs of each employee while managing your own preferences, biases, stereotypes, and reactions is a requirement for managing people in a diverse workplace. The affirmations that create great managers include:
- Believe they can. I believe every employee can give 100%. It is my responsibility to help them do it.
- Get to know them. I bear the greater responsibility for developing positive relationships with my employees.
- Manage yourself. I am responsible for understanding and managing my own bias, prejudice, stereotypes, and reactions to differences.
- Adapt your style. I must adapt my style and behavior to get the best from each employee. (Not the other way around)
- Use your power. I have the power and ability to provide what my employees need from me.
- Ask! Each employee knows how he/she wants to be treated. If I want to know, I have to ask.
- Be fair. I understand that treating people equally does not mean treating them the same.
If you can remember what it was like to be at your best; to fire on all cylinders; to be in your groove; to give 100% and get extraordinary results, you probably can remember a manager who, by their behavior, allowed you to have that experience. The best summary I have found (that supports my own research and observation) is the 12 Elements outlined by The Gallup Organization. Here is what great managers do to create breakthrough performance by employees.
- Provide clear expectations
- Give them what they need.
- Use their talent.
- Recognize their good work.
- Show them you care.
- Encourage their development
- Value their opinion
- Make them feel important.
- Demand quality work from everyone.
- Promote friendship at work.
- Report their progress.
- Help them grow.
28 Questions to Assess Effective Management
Want a quick checklist to determine if you are exercising great management skills with all your diverse employees? Here it is. Make a regular habit of reviewing these questions and honestly answering them. Start by getting clear about your response to Questions 1-3. Nothing matters until you know the power of your role as a manager of people (talent).
Here are the questions.
1. Can you distinguish between managing and leading?
2. Why have you accepted the noble calling of managing people?
3. Would you prefer to be recognized for getting results (directly) or getting results through other people?
4. Can you name your best employee?
5. Can you name your worst employee?
6. Do you sometimes treat them differently? Why?
7. Do you expect more from one of them? Why?
8. Do you have frequent one-on-one meetings with all your employees?
9. Are they all comfortable sharing their needs and concerns with you?
10. Can you tell at least one personal story about each of them? Can they all tell a story about you?
11. Did you have an initial deep dialogue with each employee when you first started working together?
12. Are you aware of your biases?
13. Do you know when you tend to prejudge?
14. What are your hot buttons (things or situations that cause you to react strongly)?
15. Do any of your employees belong to a group or exhibit behavior that triggers a reaction in you?
16. What major adjustments have you made for any of your employees?
17. How have other employees responded to you giving preferential treatment to any of your employees?
18. List three reasons it is important to give “preferential treatment”.
19. How much position power do you have?
20. How much personal power do you have?
21. When have you used all your power to help solve an employee problem?
22. When have you used your boss’ power to solve an employee problem?
23. Have you ever made a decision for an employee without getting their input?
24. What have your employees told you that affect the way you treat them?
25. How did you ask your employees for guidance on how to be the best manager possible for them?
26. How do you define fair? How do your employees define fair?
27. Which definition do you defer to?
28. Give one example of when you knowingly treated an employee fairly and the employee was delighted with the treatment. What made it work?
About the Course
Managing by the Numbers
2 days 15-25 ppl
Designed for first line supervisors up to and including C-suite executives. For the last 20 years Dr. James O. Rodgers has advised clients on how to use the principles of diversity management as a catalyst for superior business performance. The simple message is this, “manage all people effectively and the promise of diversity management will be fulfilled”. The growing complexity of the workplace is confounded by globalization, ever-increasing human diversity, systems and process integration, mass customization, economic woes, the rise of developing nations and radical, disruptive technology. The one common denominator is people. Regardless of culture, economics, or geography, people all need certain things in order to function and produce at their best. Managers are the catalysts that unleash the potential of all employees for the good of the enterprise.
Managing by the Numbers offers relief from this under-management dilemma. Based on the groundbreaking book, Managing Differently: Getting 100% From 100% of Your People, 100% of the Time, it lays the foundation for recognizing that effective diversity management begins with effective management of people in a diverse environment. It provides perspective, tools and simple rules that guarantees any manager better results upon completion of the learning and practice. The 100% imperative for the 21st century requires better balance between leadership and the hard skills of managing people..
There is specific methodology to creating breakthrough performance in a diverse workplace. Managing by the Numbers covers all of it.
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