Characteristics of Highly Effective Managers / Leaders

2. Characteristics of Highly Effective Managers / Leaders Michael P. Comer, Ph.D.

3. Bosses Matter 2007 study of 8000 American adults by Zogby “of all people who felt bullied at work 2/3 felt bullied by their bosses” The workplace Bullying Institute US workplace Bullying survey http://www.workplacebullying.org/research/WBI-Zogby2007Survey.html

4. Bosses Matter U of Florida study 2007 • Employees of abusive bosses more likely to slow down, make errors on purpose, hide from bosses, take sick time, not exert effort, not make suggestions, not fix problems Abused Workers Fighting Back by Slacking Off, Live Science, October 8, 2007 www.livescience.com/health/071008-abusive-bosses

5. Bosses Matter Survey by Hogan 2008 • Fromm 1948 to 1998 (50 years) 75% work force say the most stressful part of job is their boss. • “Employees do not quit organizations, they quit bad bosses” Hogan, Robert, Personality and the Fate of Organizations, Lawrence Erlbaum Assoc., Mahwah NJ, p 106.

6. No Magic Formula to Being an Effective Boss • Lots of hard work, effort and energy • The best bosses balance getting the job done with taking care of their people

7. Managers vs. Leaders • “Managers” Make the existing organization run more efficiently Focus more narrowly Do things right Authority from their role Plan – organize – coordinate Make things happen Have subordinates Push others May do the wrong thing very well

8. Managers vs. Leaders • “Leaders” Think long term Have a vision Focus more broadly Grasp the context Inspire others Develop long term strategies Generate followers Do the right things Are effective Authority from their approach Pull the organization

9. Managers vs. Leaders • Leadership is more difficult • Fewer leaders, and more managers • An effective organization needs BOTH leaders to provide the vision / strategy and managers to make it happen • A great leader without good managers will not accomplish very much

10. The Best Bosses Are: • Moderately assertive – neither too aggressive or too competitive, nor passive nor submissive

11. The Best Bosses Are: • Passionate and resolute towards long term goals – instill the same in their employees

12. The Best Bosses Are: • Expect excellence from themselves and their employees • Expect excellence in the little things • Big problems broken down into smaller doable pieces

13. The Best Bosses Are: • Self Aware • Avoid becoming self centered and numb to their impact on others • Always aware that subordinates scrutinize their every word and move • Don’t become narcissistic • Always remember how closely they are being watched

14. The Best Bosses Are: • Protective of their people – even at their own expense • Take the heat for their mistakes • Protect them from unnecessary meetings, nosy executives, unrealistic demands, interruptions, internal enemies, etc.

15. The Best Bosses DO • Take charge and seem in control – even when they are not • Seem confident, but not cocky • Balance confidence with humility • Leave their ego at the door

16. The Best Bosses Do • Are decisive – make decisions as needed • Willing to change their mind after a poor decision

17. The Best Bosses DO • Give credit and praise to subordinates – publically and frequently – take little for themselves “It’s amazing what you can accomplish when you don’t care who gets the credit” Harry S. Truman

18. The Best Bosses DO • Take responsibility and blame “If it’s not your fault then you’re not in charge” • Learn from their mistakes

19. The Best Bosses • Create psychological safety where subordinates are free to speak their minds, and offer criticism - even of the boss • Thank people for voicing their criticisms • Learn from inevitable mistakes

20. The Best Bosses Do • Walk around and ask questions – then LISTEN - they can teach you! “How much have you ever learned by talking?”

21. The Best Bosses • Recognize their weaknesses • Then do something about them!

22. The Best Bosses • Know that small gestures of gratitude are powerful • They use them!

23. The Best Bosses Do • Identify and address subordinates who have poor cooperative people skills • “The bad is stronger than the good” Bad supervisors can do more damage than good supervisors can correct

24. The Best Bosses Do • Hire competent cooperative people • Best predictors of future performance: general intelligence, samples of previous work, evaluations by peers Plus – structured interview, evidence of self discipline and follow through

25. The Best Bosses DO • Recognize and reinforce the most desired traits in subordinates • Negative reinforcement works – leaves resentment • Positive reinforcement works better – builds morale and loyalty

26. The Best Bosses Do • When people leave it usually is NOT about money Find out what it is really about!

27. The Best Bosses Do • Don’t just talk the talk, they walk the walk! • Use repetitive concrete guidance KISS principle

28. The Best Bosses Do • Use clear actionable metrics

29. The Best Bosses Do • Address problems as they occur • Don’t shirk the dirty work – have difficult conversations • But give people as much prediction, understanding, control, and compassion as possible

30. How Bad Bosses are Created • Power corrupts, power poisoning • Lack of self awareness and impact on subordinates “do others want to work for you?” • Pressure from above • Time pressure • Lack of sleep • High ambient office temperature • Nasty role models • Organizational culture

31. The Best Bosses • Balance getting the job done with being humane • Are competent and benevolent • Always remember they are notoriously poor judges of their own actions, accomplishments, and impact on others • They listen • And make necessary changes

32. Leading Without Authority • False assumption that formal authority means you can make it happen! • Even CEO’s have to use INFLUENCE on their staffs

33. Leading Without Authority Using Influence • Political skills – for the good of the organization • First step – establishing credibility = excellent performance and trustworthiness • Clear defined goal with detailed plan • Understand previous history on this issue – what worked and why, what failed and why. • Seek allies, build a coalition – everyone a potential ally, • Avoid making enemies, disagree without being disagreeable • Identify key players – thoroughly understand their perspectives, what can you offer them to gain influence? • Work through the gatekeepers to key players

34. Using Influence • Focus on divergent thinking – get others to think differently on the issue • Avoid “I’m right, you’re wrong” dichotomies • Present solutions • Gain “buy in” from key players • Adjust tactics as needed • May take a long time and a lot of energy! (while you also do your regular work) • For the good of the organization!

35. Using Influence • These “political” skills same ones a CEO uses • Developing them requires practice, patience, endurance, and perseverance • Resulting in a leader!