Last week I referenced a Gallup report that found only 10% of managers have what it takes to be a great manager. Why? In a nutshell, many selection processes put too much emphasis on the wrong things. So what should we be evaluating, what does it take to be a great manager?

According to the research report, great managers possess an uncommon blend of five capabilities:

1)  They build trusting relationships
2)  They create a culture of accountability
3)  They make unbiased decisions for the good of their team and company
4)  They assert themselves to overcome obstacles
5)  They motivate their employees

What stands out for me? Relationships and accountability are not mutually exclusive. Unbiased decisions means they aren’t self-serving. And they don’t quit when faced with obstacles.

When selecting for a management position, evaluating these five capabilities should be part of your process. Instead of just good you’re more likely to end up with great.

Your thoughts?

Michael

According to a recent report by Gallup, only 10% of managers have what it takes to be a great manager (www.fastcoexist.com/3044630/this-may-not-surprise-you-only-10-of-managers-have-what-it-takes-to-be-managers).

With all that has been written about management, all the training and workshops, and all the coaching and mentoring, the question that screams out is: Why?

It likely starts, as they say, at the beginning. With how managers are selected. Does your company rely on these criteria:

1)     Performance ‚Äì how the person is performing in their current, non-management role

The best sales person often doesn’t make the best sales manager. How often have we painfully watched that play out?

2)     Seniority ‚Äì the person who is ‚Äúnext-in-line‚Äù

Yes, some experience may be preferred (or even necessary). But more doesn’t always mean better. And having experience doesn’t mean the person has the right skills, traits, and values to become a successful manager.

If we want a person to stand a fighting chance of becoming a great manager, we need to give them a fighting chance by selecting them for the right reasons. And what are those? Those are the topic of next week’s blog.

Your thoughts?

Michael

I continue to hear about companies’ struggles to find top talent. In one company, over 800 resumes yielded just 5 employees!

So how can you attract great employees? Follow these four steps:

1) Attention
You are competing for their attention. And the competition is fierce so you don’t have much time to grab it. Ask yourself, ”Does our website immediately convey that we are a great place to work?”

2) Interest
You’ve got their attention. Now, is what you have to show or say interesting enough to hold it? Don’t make it about you! Make it about them and the people like them – your current employees.

3) Desire
They’re interested, but have you converted that into desire? Do the videos, photos, and copy make clear why you are a better place to work than other companies? Compete!

4) Action
Finally, have you provided a call-to-action, a quick and simple, do-next step to translate their desire into action?

The struggle to find top talent continues. Do you have an intentional, them-centered process to make it happen?

Your thoughts?

Michael

There’s innovation. There’s customer-driven innovation. Then there’s customer-empowered innovation.

Five years ago, outdoor clothing retailer Eddie Bauer launched the First Ascent line for serious alpine use. Yet the market space was already crowded. How to stand out?

By empowering the ultimate experts: world-class outdoor athletes and guides. Empowering those experts not just to provide product input on the front end and feedback on the back end, but empowering them with go / no-go decisions about product designs they’ve tested in the field.

That’s right, the experts get to decide, not the company. Which means their tagline, “Guide built. Guide trusted.” is not just marketing fluff. It’s real.

As Ed Viesturs, a First Ascent guide and the first American to summit all fourteen 8,000-meter mountains, has said, “The really cool part about the process is that in the end, we have the ultimate stamp of approval. If we like it, BOOM, it gets made, and if we don’t, it gets canned.”

You can’t get much more credible than that.

How would empowering your customers strengthen your products and services … and credibility?

Your thoughts?

Michael

There are two things you should expect of your people: performance and conduct. Performance refers to how well they meet job expectations – what they do and what results. Conduct refers to how well they interact with others and the integrity with which they act.

Importantly, the two do not average out. Conducting one’s self impeccably does not excuse poor performance. And exceptional performance does not excuse toxic conduct.

Yet too often organizations rationalize the poor conduct of an employee who happens to be a top performer. The cost? It erodes management credibility and demotivates employees.

So what happens when a top performing, poisonous employee is held accountable for his actions? Morale jumps up. People regain faith in management. And organizational performance improves.

Your thoughts?

Michael

Sometimes clients like to ask if a consultant guarantees results. Sometimes consultants are tempted to say, ‘yes’.

Wrong question and wrong answer.

Success in every consulting engagement depends on both the consultant and the client. Both need to do certain things – and not do certain things – to be successful.

If I’m asked whether I guarantee results here’s what I say:

Imagine you and I are handcuffed together in the desert. We’re on our own 25 miles from civilization. If I choose not to walk, you can’t drag me 25 miles which means we’re both going to die. If you choose not to walk I can’t drag you 25 miles which means we’re both going to die. So I can’t promise you we’ll get the result. But what I will promise you is that I won’t be the one to stop walking.

Your thoughts?

Michael

Last week I covered what types of consultants to avoid. OK, so how do you pick the right consultant? This is what to look for:

1) Results-Driven
The consultant you want should be motivated by the opportunity to have impact. So they need to determine if that opportunity exists. It’s a good sign if a prospective consultant grills you to truly understand your situation, your commitment and if they are likely to have that impact.

2) Exceptional, Relevant Experience
Asking if the consultant has “done it before” isn’t enough. More importantly, was their experience relevant to your specific situation? What was the context of their experience? What actions did they take and why? What outcomes did they produce? Was what they did exceptional?

3) Glowing References
As good as the consultant might seem, it’s imperative that you check references. Does the reality match the story? Were there any red flags? A so-so consultant might get decent references but only an exceptional consultant will get glowing references. Look for the glowing.

At some point every growing organization will benefit from using a consultant. Knowing what to look for and what to avoid can make a tremendous difference.

Your thoughts?

Michael

Yes, you want people with the right talent and right fit. Yet what if someone isn’t exactly right?

One thing that separates great coaches from ordinary coaches is how they answer this question. Pete Carroll, head coach of the Super Bowl Champion Seattle Seahawks, doesn’t simply look at a player and ask, “Does he fit?” Instead he asks, “What does he have that’s special?”

In other words, what talents, traits and/or skills does the person have that can help us win? Maybe the player doesn’t cleanly fit an established position or role. Yet is there a legitimate position or role the player can fill that can support the organization’s success?

The answer may point to something or it may point to nothing. But asking the question expands your thinking and ensures you don’t overlook what you shouldn’t.

Your thoughts?

Michael

Your organization is growing. To keep up with the demands of growth you need to grow your capabilities. But does that mean you need to hire more employees?

Don’t assume the answer is always “yes.” Capabilities come in many forms: full-time and part-time, permanent and temporary, employment and contract. The first question to ask is what additional capabilities does your organization need to win? Then, can you develop those capabilities internally at an acceptable time and cost?

If your answer is no, now you look externally. Does the need justify employment or is it more time-and-cost-effective to bring in a consultant or contract employee? If the need justifies employment is it an ongoing need or a temporary one? And does the need require a full-time commitment? Having the best set of capabilities usually involves some combination of these.

Evolve your mindset from we need more employees to we need the right capabilities.

Your thoughts?

Michael

When hiring people I used to pay special attention to people who came from competitive sports backgrounds. The thought being that they knew what it meant to intensively pursue a goal, to work tirelessly to improve, and to deal with adversity.

Yet I’ve learned that coming from a competitive background can be misleading. Were they happy just being members of the team or did they strive to excel? Were they “naturals” who got by strictly on ability, or did they have to work? Were they fair-weather competitors or people you could count on when the chips were down?

And a competitive background isn’t restricted to athletics. People compete for opportunities to advance and excel in the arts, entertainment, academics and many other fields.

So now I’m not so much concerned with a competitive background as I am with evidence of a competitive spirit. Someone who has a history of being goal-oriented, who has continuously worked to grow and improve, and who has shown courage and resilience in the face of adversity. Someone who has a smoldering restlessness that keeps driving them forward.

Yes, when hiring people there is a lot to consider. Don’t underestimate a competitive spirit.

Your thoughts?

Michael

It’s a quote I came across when I was coaching football and it’s just as true in business.

”The best players don’t make the best team, but the best team usually wins.”

So what makes the best team? Researchers at the Yale School of Management found that the social cohesiveness of a team is a better predictor of profit and success than the combined experience and IQ of its members. Why? It’s likely that when people feel part of a cohesive team they have a greater sense of purpose, responsibility and pride. A cohesive whole is greater than the sum of its parts.

How do you promote social cohesiveness? Activities, games, events, meeting places – anything that gets people interacting face-to-face. And you don’t have to figure it out. Get the people in your company who are naturally oriented that way to come up with the ideas. Why not create a Fun Committee?

Social cohesion. It’s not just about the people. It’s about the glue.

Your thoughts?

Michael