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People Management

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People Management

  1. 1. People Management 1The views expressed are based on personal experience and information collected from the net.
  2. 2. 2 Overview Leaders v/s Managers Average managers v/s great managers How to be a better manager? Managing people – basic steps Is it worth it? 
  3. 3. Leaders v/s Managers  Leaders  To rally people towards a better future  Externally focused, optimistic  See the present; future is even more vivid to them 3
  4. 4. Leaders v/s Managers  Managers  To turn one person's talent into performance  Who is the person?  What is his or her unique style of learning?  What unique trigger must I squeeze to get the best out of him?  Internally focused  The challenge is to find what's unique in each team member and capitalize on it.  A great manager speeds up the reaction between the talent of people and the goals of the company. 4
  5. 5. 5 Managing People  Art and Science  It is the art of making people more effective than they would have been without you.  The science is in how you do that.
  6. 6. 6 Managing People  Make Them More Effective  Four engineers can deliver 6 modules in a week without a manager. If you are hired to manage them and they still deliver in the same time, what is the benefit to the business of having hired you? On the other hand, if they now deliver 8 modules in the same time frame, you, the manager, have value.  The real value of people management lies in making a group of individuals more effective.
  7. 7. 7 Average Managers v/s Great Managers  Average managers play checkers while great managers play chess.  In chess, all the pieces move differently; in checkers, they all move the same.  A great manager figures out who's the knight, the queen, the pawn.  He coordinates all those very different abilities and contributions into the service of the overall plan.  He builds a team out of individuals.
  8. 8. 8 Average Managers v/s Great Managers  Great managers -  talk about strengths - not things you can do well, but things that strengthen you.  don't think of a pawn as waiting to become a queen, but as someone with a unique way of looking at the world.  think of each job as having a certain expertise and help people extend their contribution.
  9. 9. 9 Average Managers v/s Great Managers (contd)  A manager needs to learn about an engineer’s strengths  Managers more often focus on weaknesses, but great managers know that will get you incremental improvement. If you invest in strengths, you get exponential improvement -- a much better return on investment.  A manager also needs to be able to trigger a person's best performance.  A manager needs to understand a person's learning style – doer, analyzer, watcher  Strengths, triggers, and learning style – start playing chess!
  10. 10. 10 How to be a better manager?  As a person:  You have confidence in yourself and your abilities. You are happy with who you are, but you are still learning and getting better.  You are something of an extrovert. Management is a people skill - it’s not the job for someone who doesn’t enjoy people.  You are honest and straight forward. Your success depends heavily on the trust of others.  You are an includer, not an excluder. You bring others into what you do. You don’t exclude others because they lack certain attributes.
  11. 11. 11 How to be a better manager?  On the job:  You are consistent, but not rigid; dependable, but can change your mind. You make decisions, but easily accept input from others.  You think out-of-the box. You try new things and if they fail, you admit the mistake, but don’t apologize for having tried.  You are not afraid to “do the math”. You make plans and schedules and work towards them.  You see information as a tool to be used, not as power to be hoarded.
  12. 12. 12 Managing People – Basic Steps  Four basic steps  Plan  Organize  Direct  Monitor
  13. 13. 13 Managing People - Plan  Clearly understand your goal.  Figure out the best way to get there.  What resources do you have? Compare strengths and weaknesses of individuals and other resources.  Look at all the probable scenarios. Plan for them.  Figure out the worst possible scenario and plan for that too.  Evaluate your different plans and develop what, in your best judgment, will work the best and what you will do if it doesn't.  TIP: One of the most often overlooked management planning tools is the most effective one - Ask the people doing the work for their input.
  14. 14. 14 Managing People - Organize  Now that you have a plan, you have to make it happen.  Is everything ready ahead of your group so the right stuff will get to your group at the right time?  Is your group prepared to do its part of the plan?  Are the engineers trained?  Are they motivated?  Do they have the setup they need?  Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed.  Check back to make sure that everyone understands their role and the importance of their role to the overall success.
  15. 15. 15 Managing People - Direct  This part is like conducting an orchestra.  Everyone in the orchestra has the music in front of them.  They know which section is playing which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen.  That's your job here. You've given all your musicians (team members) the sheet music (the plan). You have the right number of musicians (team members) in each section (for each task), and you've arranged the sections on stage so the music will sound best (you have organized the work).  Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat.
  16. 16. 16 Managing People - Monitor  Now that you have everything moving, you have to keep an eye on things.  Make sure everything is going according to the plan.  When it isn't going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.  Problems will come up.  Someone will get sick. A delivery won't happen on time.  You, as the manager, have to be always aware of what's going on so you can make the adjustments required.  This is an iterative process.  When something is out of sync, you need to  Plan a fix  Organize the resources to make it work  Direct the people who will make it happen, and  continue to Monitor the effect of the change.
  17. 17. 17 Is It Worth It? Managing people is not easy. However, it can be done successfully. And it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.
  18. 18. THANK YOU 18

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