How to know if someone is ready to be a manager

How to know if someone is ready to be a manager When you’re hiring a new manager, the stakes are high. You need someone who can effectively lead people, manage a budget, liaise with upper management — and, usually, do it all from day one. But what if a potential hire doesn’t yet have a track record in doing all of the above? Would you hire or promote a star player into a management role if they’ve never managed anyone? To gain some perspective on how to handle this kind of challenge, I reached out to some management experts for their point of view on the skills and personalities to look for. An important thing to look for in this situation is an awareness of the nature of management. Moving into a management role ...


As the director of People Analytics at Google for the last decade, Brian Welle’s world revolves around data. He has found that those hard, cold numbers can, when used properly, uncover the key attributes that make people better managers and team members. Once identified, the attributes can then be cultivated and instilled to boost performance. Welle spoke recently with Cade Massey, Wharton practice professor of operations, information and decisions and co-director of the Wharton People Analytics Initiative, about applying data analytics in the office. Welle identified eight attributes that define a top-performing manager: a good coach; empowers the team and does not micromanage; expresses interest in and concern for team members’ success and personal well-being; productive and results-oriented; good communicator — listens and shares information; helps ...


How to know if someone is ready to be a manager Perhaps it’s an art rather than a science but the ability to spot when someone is ready to manage people seems to be something that many organisations struggle with. Firstly there is the expectation that if someone is in the organisation long enough we must promote them, as they become more senior very often they gain people management responsibilities. Sadly, however a person’s ability to do their job is a very poor indicator of their ability to lead and manage people. With little flexibility on the corporate ladder, we end up forced into promoting people into management roles, not because we feel they would make a great leader but rather because that is the next step in their ‘career path’. The costs of poor managers to an organisation are huge ...


How To Cut 17 Minutes From Your Next Team Meeting Here’s a simple way to cut 17 minutes from most meetings: Have a Statement of Achievement. Recently, I did a survey of people coming out of meetings, and one of the survey questions was: Did the meeting you were just in accomplish its original objective? Survey participants were given three response choices: “Yes,” “No” and “I Have No Idea.” Sadly, “Yes” wasn't the most common response given. “No” wasn't either. That’s right, the most frequently given response was “I have no idea.” The startling fact is that 90%+ of meetings fail to produce an identifiable achievement. The reason why so many folks are sitting in meetings with no idea why they’re there is because they lack a clear objective. That’s what a Statement of Achievement ...


How to Conduct Better Meetings

Photo Credit: Adam Tinworth via Compfight cc All the Charts, Tables, and Checklists You Need to Conduct Better Meetings The ripple effects of too many meetings can be astonishing. Take this quick and horrifying data, it shows how a weekly excom meeting at one company generated a total of 300,000 person hours per year to support it: Time is an organization’s scarcest—and most often squandered—resource. To demonstrate just how poorly most organizations manage this precious commodity, we used data-mining tools to analyze the Outlook schedules of everyone in a large company. What follows is real data from that company and how its weekly excom meeting rippled throughout the organization in a profoundly disturbing way. ONE WEEKLY EXCOM MEETING ACCOUNTS FOR 7,000 HOURS A YEAR (executive time) 11 UNIT MEETINGS to prepare 20,000 hours a ...


77% of workers don’t take their full allotted lunch break, a recent survey claims. Are you one of them? Photo Credit: Elvert Barnes via Compfight cc UK-based conducted a survey amongst 1350 workers in office and industrial environments, finding that only 23% actually took their full lunch break. Research has found that workers have a higher rate of productivity after taking a break and those who don’t take the time have lower concentration and work slower in the afternoons. The survey also found that another 23% chose to eat lunch at their desks or work stations while 36% chose to end their lunch break early. Additionally it revealed that 41% admitted they didn’t take tea or screen break during the day and 18% didn't take a lunch break at all. From the selection of ...


As of September, one of the largest companies in the world will do all of its employees and managers an enormous favor: It will get rid of the annual performance review. Accenture CEO Pierre Nanterme told The Washington Post that the professional services firm, which employs hundreds of thousands of workers in cities around the globe, has been quietly preparing for this “massive revolution” in its internal operations. “Imagine, for a company of 330,000 people, changing the performance management process—it’s huge,” Nanterme said. “We’re going to get rid of probably 90 percent of what we did in the past.” The firm will disband rankings and the once-a-year evaluation process starting in fiscal year 2016, which for Accenture begins this September. It will implement a more fluid system, in which employees receive timely feedback from their ...


The Best Managers Practice These 9 Habits

Google's HR Boss Says the Best Managers Practice These 9 Habits: In July 2001, three years into the company he founded with Sergey Brin, Google CEO Larry Page decided to fire all of his managers. It was his statement against corporate bureaucracy, but it was soon reversed. And eventually Page determined that managers were a necessary evil at Google. By 2008, however, there was still a gap between many of the engineers and their managers, Google’s SVP of People Operations Laszlo Bock writes in his book “Work Rules!.” A team was tasked with bridging this gap, and in the process discovered what makes a great manager. Michelle Donovan, director of talent development, and Neal Patel, technical project lead of the human/social dynamics program, wanted to determine a way to optimize management and have ...


Wanna Know Who’s Your Manager?

Follow the Money Line! In the 1976 blockbuster movie "All the President's Men" Deep Throat is giving a paramount clue to the reporters Woodward and Bernstein (Dustin Hoffman, Robert Redford): Follow the money. Later on they uncovered the details of the Watergate scandal and President Nixon was forced to resign. In Organisation Design workshops, I always tell colleagues or students: if you want to know who is reporting to who, follow the money-line! What does the money line actually mean? Well, let me start with defining what are the different reporting lines you might find in an organisation, and when you analyse complex organisations, it is sometimes very difficult to decipher who reports to who. Here is my The Hitch-hiker's Guide to the Organisation Galaxy: 1. Functional report line. This line is the default report line, also known as the ...


In Three Critical Conversations That Boost Employee Engagement, we described three types of conversations that provide managers with valuable information about how to bring out the best in each employee. But, there are more conversations you need to have: The Expectations Conversation; The Aspirations Conversation; and, The Preferences Conversation.   The Expectations Conversation Just as you have expectations of your employees, they also have expectations of you as their manager. Think about yourself as an employee who has a manager. Aren't there things you expect any good manager to do? Aren't there things you WISH your manager would do, but they don’t? These behaviors comprise the things you expect a good manager to do — or at least a manager who knows how to bring out the best in you, and with whom you would ...


In this article, industry experts from an on-line discussion offer their top five tips on the qualities that university leaders need to be effective. Covering areas such as communication, trust, fairness and recruitment. Photo Credit: uowresearch via Compfight cc 1) Communicate a clear vision "A lot depends on where your university is and what you want the vice-chancellor to do. Do you need more student recruitment? Do you need more research grant money? So often the university's strategic plan says things like, 'Be the best world-leading university at, er, everything.' Well, sorry, but we don't believe you. Some universities – I am thinking De Montfort, Coventry, or Sheffield – have strategic plans you can actually believe, and at least one of those universities have linked the vice-chancellor's pay explicitly to whether ...