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Management Secrets of Queen Elizabeth II

The Diamond Jubilee of Queen Elizabeth II

This blog is published on a Bank Holiday, so we don’t expect many people to be at work, reading it. But a diamond jubilee is a big deal – and so is Queen Elizabeth II. Over the last sixty years, she has proved herself, among much else, a great manager.  Let’s look at how.

1. Professionalism

The Queen is the consummate professional – putting in many hours of work every day (still) and, until recently, maintaining a work schedule that would make Apprentice candidates and Dragons shudder.

2. Chief Executive

She is Chief Executive of one of the nation’s oldest established, biggest and most successful family businesses.  And she has run it pretty well.  Whilst openly acknowledging the occasional wayward members of the family, and allowing the odd unsuccessful venture from some of them, she has ensured that the succession is assured with all of the major players showing signs of commitment to the business and high levels of professionalism themselves.

3. Mastering a Brief

The Queen prepares well for every engagement, famously knowing all about the people she meets, from Lord Lieutenant to Lunchtime Assistant (Dinner Lady in old money).  And she also keeps up with her red boxes (literally, red boxes in which Government papers are sent to her daily), devoting many hours each week to assimilate everything the Government sends her.

4. Brand Management

Her identity and that of her family, the House of Windsor, remains clear and, despite some setbacks, currently has not only great name recognition (“The Royal Family”) but also high levels of brand approval.  It has adapted well to modern media and the website is supplemented by YouTube, Flickr and Facebook pages, and a Twitter stream @TheBritishMonarchy.  I doubt that the Queen herself tweets – but how many CEOs do?

5. Financial Control

No longer right at the top of the Sunday Times Rich List (now at 262, with £310m), this could be argued to be a weak area, but she has reduced the scale of the civil list and, unlike some of the higher fliers, is not running a global business.

6. Coaching

The Queen’s regular meetings with her many Prime Ministers have, by many accounts, often taken the form of a non-judgemental conversation, in which she asks many probing and insightful questions.  In management, there’s a word for that style of conversation.

7. Change Management

A lot is made of the continuity of the British monarchy, but the reality is one of constant change.  The last sixty years have been no exception.  And whilst she has avoided the pitfalls that led predecessors to far more rapid change (Magna Carta, Civil War like Stephen/Matilda, Charles/Parliament, Roses etc, or reformation), she has created a highly agile institution that, whilst in no way a creature of the twenty first century, at least looks fit to continue within it.

Management Pocketbooks you might Enjoy

The Modern Monarch's Pocketbook

The Modern Monarch’s Pocketbook has been delayed, so in the meantime, if you are a UK resident and reading this on the Bank Holiday, enjoy the end of your break.

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Japanese Management Lingo

In last week’s Pocketblog, we looked at the 5S approach to ordering and organising a workspace, introducing five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke.

It struck me that there are an awful lot of Japanese terms that have enriched our business language, so I thought I’d list a few more.  Of course, readers of the Pocketblog will also probably be familiar with gemba too.

I think that some of the concepts that they raise are absolutely fascinating – and necessary to us in the West.  Let’s look at a few more, some familiar, some little known.

Hourensou

Collaboration and information sharing.  Keeping others informed.

Kaikaku

Radical change.  The opposite of…

Kaizen

Continuous flow of incremental improvements.

Kanban

A progress tracking approach that follows instances through a process.  Literally ‘billboard’.  Increasingly used in project management and team workflow.  There is a lovely (free) web-based app called Trello that works on Mac, PC and mobile app formats.

Karoshi

Literally: ‘death from overwork’.  Don’t!

Kyosei

The spirit of co-operating for the common good.

Meikiki

Perception and foresight, coupled with good judgement.

Mottainai

The sense of regret when we become aware of waste and failure to use well any things of value.  (I am so glad I now have a word for this).  It comes from the concept, ‘mottai’ that things have inherent value, or dignity.  Nice.

Muda, Mura and Muri

… are the three forms of waste

  • Muda
    Wasted effort
  • Mura
    Inconsistency
  • Muri
    Unreasonable – even ridiculous – requirements

Nemawashi

Literally, ‘going around the roots’.  Refers to the informal stakeholder alignment and political process that lay the groundwork for effective consensus or change.

Pecha Kucha

Currently popular style of presenting, with 20 slides, each lasting 20 seconds.  Gives a fast and dynamic way to present an idea.  Pecha Kucha nights often consist of a dozen or more presentations.  Literally, ‘chit-chat’.

Poka Yoke

Making error proof.  Creating something so that mistakes cannot be made.

Tatemae

Public truth.  The things that are appropriate to share in a public situation.  It literally means ‘facade’ and we might contrast it with ‘honne’, meaning your true feelings.  Puts me in mind of the Johari Window.

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The Efficiency of Order: The 5S Methodology

I think anyone who knows me will tell you I am a pretty orderly person.  My wife may even go further.  The first thing I did when I moved into my first house was make a shadow board for frequently used household tools, and then mounted it on the under-stair cupboard door.  It’s now on a cupboard door in the utility room of our home.

Shadow Board

Some time ago, I wrote, in another place, about the Japanese methodology of 5S.  I then pretty much forgot about it until, last week, it returned to my consciousness.  I was working with a team of people in a big high tech manufacturing business, and someone in the room used the term.  I realised it was time to refresh my memory… and yours too, while I am at it.

Another Improvement Technique

Just like Six Sigma (which we covered extensively in March), 5S is an improvement methodology but this one really is Japanese and it trades obscuring jargon and complexity for gratifying simplicity.

Three Six Sigma Articles

  1. Belt up and Reduce Errors
  2. The DMAIC Solution Process
  3. Six Tools from Six Sigma

It gets its name from the English transliterations of the Japanese names for the five stages: seiri, seiton, seiso, seiketsu, and shitsuke.

Through the marvels of the breadth of the English language, however, it is possible to translate all five (near enough) into English words that still begin with S.  I wonder how many languages are rich enough to allow that…

1: Seiri – or Sorting
My shadow board would be no good in optimising a manufacturing process.  It contains everything I might need for a wide range of scenarios.  Step 1 involves reducing that to only things I will need for the scenarios that my workspace is designed for.

2: Seiton – or Set in order
A place for everything and everything in its place.  My shadow board does at least allow easy access so I know exactly where to find any tool I need – and where to replace it when I am done.

3: Seiso – or Shine-up
Keep your work space tidy, neat, clean.  An old habit of the Royal Navy, I believe from reading the Patrick O’Brian novels, is a fastidious (nay obsessive) concern to scrub and polish.

4: Seiketsu – or Standardise
Same task: same tool set: same layout.  Everything uniform and repeated to create total inter-operability.

5: Shitsuke – or Sustain
Get it good then keep it good.  Don’t back slide but embed good practices into daily routine

Wikipedia has more

The great organ of knowledge even suggests (without giving us their Japanese language equivalents) that we add:

  • Safety
  • Security
  • Satisfaction

And why not?  I bet Pocketblog readers can even think of more options.

So, here’s the deal

It really doesn’t get any simpler than this.  And simplicity is good, so I commend the principles to you.

Hey, there you go… I just did it: Number 9: Simplicity.

Oh how I love the English language.  More please…

I’d welcome ideas in the comments space below.

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The Management Pocketblog 100 Day Challenge

Thursday is Learning at Work Day

National Learning at Work Day, 2012To celebrate National Learning at Work Day, The Pocketblog and Management Pocketbooks have created an innovative learning challenge, which we believe can transform your management skills spectacularly.  Whether you are just starting in a new management role, or want to create a new start to the way you manage, we throw down to you the “Management Pocketbooks 100 Day Challenge”.

They say that a new manager has 100 days
to make her or his mark

I suspect that, in today’s pressured environment, the need to perform and produce has shortened that 100 days down – in some cases to 100 hours.

So, if you cannot hit the managerial tarmac at full sprint, you do at least have to be able to jog along at a comfortable pace, leaving you to master the details and subtleties of your new role in parallel with doing the job.

It is rather like trying to take apart and examine the inner workings of your car, while you are cruising along the nearside lane of a dual carriageway.  You’ll want to overtake soon – just as as soon as you understand how the accelerator works.

100DayChallenge

If you are determined to be a success, and do more than just cope, you’ll need some pretty fast learning.  100 days: 14 weeks (and two days).  The Management Pocketblog has the perfect solution…

The Management Pocketblog 100 Day Challenge

We think that Management Pocketbooks are the perfect pocket-size format to easily read and digest a book a week.  Each one takes around two hours to read carefully, and compresses a huge wealth of management information, insight, guidance and wisdom into bite-sized chunks.

But to make it work; to make your learning experience really powerful, you have to do more than read 13 books, you need to take the challenge.  After each book, you must:

  1. Reflect on your learning
  2. Commit to putting it into action

The reward is this: if you complete the challenge properly, we guarantee that you will have implemented 13 high value changes to your management or professional practice.

To help you, we have designed The Management Pocketblog 100 Day Challenge workbook, that you can download, for free, here.
Just click on the button below.

Download the 100 Day Challenge workbook

Beware: this challenge is for the serious people
who really want to make a difference.


Special Offer

We are offering you the full set of 13 books (of your choice) at a special price. Go to this page on our website and enter the code CHALL (case-sensitive) to claim the offer price.

Each book will now cost just £6.00, plus £6.00 in total for delivery.
At £84.00 total, you are getting over 15% discount on our normal price – which already includes our standard 10% discount –  of £99.48.

Please note that a small number of titles are currently out of print, and that this offer is limited to print copies.
Ebook editions are at the permanently discounted price of £6.96 (£5.80 plus VAT) and, of course, have no delivery costs.


Tell us how you get on…

We really hope that some of you will take the challenge.

If you do – or if you have other plans to boost your learning –
please tell us about what you are doing for Learning at Work Day,
using the comments below.

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What matters today, in Business and Management?

Two weeks ago, we published a blog about the Sage of Omaha, Warren Buffett, and The Management Pocketblog had one of our best weeks ever in terms of readers.

Time Magazine 2012 100 Most Influential People in the WorldCuriously, in the same week (our blogs are usually written one to two weeks ahead), Time Magazine published their 2012 special edition: ‘The 100 Most Influential People in the World’.  Warren Buffett is there (on page 71) with an appreciation written by… President Obama!

The quality of many of their nominations is attested by the quality of the people who have written about them – often far better known, than their subjects.  So I thought it an informative exercise to trawl the articles in the section headed ‘Moguls’ for indications of what passes for influential, these days.

Please note, that I don’t endorse the individuals, nor attest to their doing what is claimed of them.  I merely note that what is claimed of them as an important achievement tells us something of what is valued in business and management today.

1: See the way the world is going

The Facebook COO, Sheryl Sandberg is praised for her understanding of the impact of social media on society.  Like it or loathe it, that has to be correct: how can you pretend to any credibility in a senior role without at least engaging with the discussions and understanding the beast?

2: A Commitment to the Arts

Both Chen Lihua, philanthropist and owner of Fu Wah International Group, and Walmart heir, Alice Walton, are praised as collectors and patrons of the arts.  We aren’t all that fortunate that we can give away fortunes to pursue these passions but, while we live in societies with freely or cheaply available national and local galleries and museums, we have no excuse for not broadening our perspectives with a deeper appreciation of the beauty and insights of other cultures and our own.

3: Do it with Grace

Daniel Ek founded Spotify. If that name means nothing but you do enjoy music, then you need to take a look.  He is praised for ‘doing what he loves, doing it well and giving away all the credit.’  Wow!  That would make an epitaph I’d be proud of.  Having studied many people that the world considers wise, these are all components of a commonly-recurring philosophy.

4: Contribution

The new CEO of IBM is, for the first time, a woman: Virginia Rommety.  She is praised as an advocate of corporate responsibility – particularly in the fields of education, job creation and small local businesses.  What do you do or advocate for within your organisation that gives it a more robust place in its community?

5: Faith in yourself

Sara Blakely is a billionaire who founded an underwear business with $5,000.  No one had the confidence to invest in her business, but she trusted her gut: or should I say ‘she trusted her judgement about America’s attitudes to their guts’?

6: Discipline and Calm

The cult of personality and the tyrant-leader are powerful clichés, but I doubt either can deliver powerful results – at least, not sustainably.  New Apple CEO Tim Cook is praised for his calmness, his thoughtfulness, his ethical behaviour and his personal discipline.  Score 1 point for wisdom

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What’s All the Hype About?

There is a well known model of technology adoption that suggests a small number of us (the ‘Innovators’) adopt a new technology as soon as it is available.  Then enthusiasts called ‘Early Adopters’ get a hold of it and create a real buzz.  This leads to the ‘Early Majority adopting, followed by the ‘Late Majority’.  Finally, when there is no doubt left that this is the new prevailing orthodoxy, the ‘Laggards’ will catch up.

Technology Adoption Model

Diffusion of Innovations

This model has been around since the late 1950s, when it was developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers at Iowa State University, building on earlier research conducted there by Neal C. Gross and Bryce Ryan.  The original authors were interested in how farmers adopted new seed stock.  It was then generalised to all technologies by Everett M Rogers in his book, ‘Diffusion of Innovations’, in which he examined different technologies and different cultures.

This model is widely used, but I recently came upon a newer model that captures something of the flavour of the world of more rapid change we live in.

Gartner’s Hype Cycle

The Gartner Group specialises in analysing technology and technology businesses to provide business intelligence.  They have developed a number of proprietary models, like the Magic Quadrant and the Hype Cycle.  Let’s have a look at the latter.

Gartner's Hype Cycle

This suggests that new technology goes through five stages.

Technology Trigger

Some new breakthrough offers the promise of something good.  The press get hold of it (in any number of ways) and they – or its inventors – start to promote it towards…

Peak of Inflated Expectations

It is now the next BIG thing that will change the world.  Some commentators get carried away and some otherwise rational (or maybe prescient) investors place big bets.  Then reality kicks in…

Trough of Disillusionment

Early promise is unfulfilled or things just take longer than anticipated.  Research and development is like that.

Of course, the technology may well fall off the curve here and never realise the promise of the hype that once surrounded it.  If it doesn’t, it moves on to…

Slope of Enlightenment

Now development is bearing fruit and interest is building again – but now at a more realistic pace.  Products are becoming available at mainstream prices and Early Adopters are jumping onto the Technology Adoption curve.  The rest of us start to follow as the product reaches…

Plateau of Productivity

With mainstream adoption comes a realistic assessment of the products true potential and level of impact on the world.  Has it lived up to the hype?  Few ever do.

See a lot of familiar products charted onto this curve by Gartner, here.

You Might Like…

The Nurturing Innovation Pocketbook

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The Oracle of Omaha

I have been reading a remarkable and unusual book about a remarkable and unusual business, and learning some remarkable – and sometimes unusual – things.

Warren Buffett speaking to a group of students from the Kansas University School of Business - Work of Mark Hirschey

The business is one of the most impressive in the world – often described as the best business to work for – and it is run by Warren Buffett, a man for whom ego plays no part at all in his business life or management style.  Yet this is also a man who sits atop a company with over 250,000 employees, assets of nearly $400 billion, and an annual net income of over $10 billion.  That company is Berkshire Hathaway.

 

The Remarkable Book

The remarkable and unusual book I have been reading is called “The Warren Buffett CEO” by Robert P Miles and it is remarkable as a tribute to a great manager, because it is primarily not about Buffett.  It is about the great CEOs he hires.

The extent to which it is about Buffett is that it demonstrates how his careful selection of CEO – based almost entirely on character, rather than credentials, resumes or recommendations – and then his ability to leave them alone to run their businesses makes him “”the best boss in the world”.  Of course, he doesn’t abandon them: he is available any time for a phone conversation and many of them take the opportunity, because they learn from him whenever they do.

Many, Many Remarkable Managers

The book is actually about the stories, personalities and management styles of a selection of Buffett’s CEOs: his “All Stars”.  There is much to learn from these men and women (mostly middle aged men, it must be observed).  Each chapter focuses on one or two of them and each ends with a short selection of their business tenets.

I’d like to share some of my favourites.

Warren Buffett CEO Management Tenets

‘Go out of your way to help your managers.
Stan Lipsey

‘Success in any field can be achieved by staying disciplined.’
Al Ueltschi

‘Mandatory retirement is not a policy I endorse.  As long as someone is healthy and interested in working, he or she should stay on the job.  The intelligence and experience of older people can be a tremendous asset.’
Chuck Higgins – in 2001

‘Try to get along with everyone.  Having a positive attitude affects the people around you.’
Susan Jacques

‘Honesty and integrity should govern all your business decisions.’
Harold Melton

‘View your staff as if they were family.’
Irvin Blumkin

‘If you’re on the fence about a particular deal, then you probably should decline and move on to the next opportunity.’
Ajit Jain

And finally, I think more big businesses should think like this: it’s a paragraph in a letter Buffett wrote to the CEOs of the Berkshire Hathaway businesses.

‘We can afford to lose money – even a lot of money.  We cannot afford to lose reputation – even a shred of reputation.’

or, as Othello says:

‘Good name in man and woman, dear my lord,
Is the immediate jewel of their souls.’

These are only a tiny sampling from a magnificent book.
Do find yourself a copy.

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Seven Ways to Interview Well

Going for a new job?

Maybe it’s the next step in your career ladder: maybe it’s the first.

Maybe you’ve chosen to shop around: maybe circumstances have forced you into the job market.

Whatever your circumstances, the ‘job interview’ is going to be an important stage in the process.  For some it is feared, while for others it is a chance to show off.  However you feel about job interviews, you will need to use it to your advantage and do it really well.

Interview

1. Homework is not just for school

There may have been an excuse for not knowing all about your potential employer before you arrived at the interview twenty years ago, when a trip to the library and a review of the papers came up blank; but no more.  If you have not reviewed their website, checked out key people on LinkedIn, and searched for relevant press coverage, you are just preparing yourself to be tripped up at interview.

Don’t just focus your interview practice on yourself and how you will respond: learn about the people who may be interviewing you.

2. Look good – Feel good

Interview dressing is not about being fashionable or elegant, it is about showing that you know how to present yourself appropriately in the business environment of your prospective employer.  This will be different if you want to work in a retail chain, an architect, a fashion house or a law firm.

My top tip is to hang out opposite the entrance to where you want to work, or their local branch, or one of their top competitors.  Watch the people going in and out, to get a sense of the prevailing dress code.  If in doubt, when you call to confirm your interview, ask about dress code.

3. First Impression

Nothing conveys your qualities as quickly as your very first encounter with your interviewer/s.  A good posture, eye contact, a pleasant smile and a good handshake will say: ‘I am confident and looking forward to our meeting.’ On the other hand, slouching, evasive eyes, a frown or grimace and a limp handshake will say ‘I am fearful and I don’t want to be here.’

It’s all obvious stuff, but you’d be surprised how many people fail at this step.

4. Short and Sharp

Keep your answers short and sharp – around three minutes will create a good balance between terse and wordy, and will demonstrate you are in control of your thoughts.  Practise answers to obvious questions like:

  • ‘why do you want this job?’
  • ‘why should we hire you?’
  • ‘what are your strengths?’
  • ‘… and your weaknesses?’

A god way to control your answers and show structured thinking is to apply the ‘rule of three’ that make a good speech effectively:

  • ‘There are three reasons I what this job…’
  • ‘I think there are three things that distinguish me from the other able candidates you will be speaking to…’
  • ‘My three greatest strengths are…’
  • ‘The three aspects of my professional skills I’d like to develop most are…’

Then summarise each in around a minute.

5. Telling Tales

Human beings love hearing stories: it is the most powerful rhetorical form.  And if you are wondering how or why they are relevant in a job interview, the answer is simple.  When I conducted interviews, the most important thing for me was to hear evidence for the loose assertions most candidates offer.  I wanted to hear what had really happened and also get an insight into how candidates think and deal with challenges.  Package your experiences into compelling 60-90 second stories.

6. Structured Response

You are bound to get some questions you haven’t prepared for. – despite the presence of books that seem to offer a comprehensive list.  You need to think on your feet and structure your answer to show the rigour of your thinking and the flexibility of your mind.  Try the AREA approach:

  • Give a clear Answer to the question
  • Explain your Reasons for that answer
  • Cite Evidence or Examples to support your answer
  • Reiterate the Answer before you .

7. Show you are a 3G Candidate

Research by Harvard Business School guest lecturer and founder of Peak Learning, Dr Paul Stoltz, employers are really looking for a 3G mindset.  Your job is to figure out what that means for your particular prospective employer and to find ways to demonstrate it in yourself.  A 3G mindset, according to Stoltz, combines:

  1. Global: Able to think about the ‘big picture’ and look above the detail when you need to.  To understand the connectedness between parts of the job role, the organisation and the business/social environment.
  2. Good: The desire to do good, be good and serve.  This is about integrity and sensitivity to others – colleagues, partners and customers.
  3. Grit: The resilience, tenacity, and determination to persevere and see the job through, in the face of adversity.

Some Management Pocketbooks you Might find Helpful

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Ten Ways to Make your Writing Digestible

Do you ever pick up a document and read it through and then think ‘what was that all about?’

When we learn to write at school our first sentences are very simple and then we progress to using more complex structures and an increasingly wide vocabulary. This trend can continue until we develop our writing style into something quite indigestible.

An Academic Style of Writing

In academic circles I think there is a tendency to write in a complex style and to dress up ideas to look as clever as possible. I saw a step change in my daughter’s writing as she moved from A level to university; her essays became more verbose, the language more complex and I had to concentrate harder to understand them! You can see why this style of writing becomes the norm if you think it will impress the tutors and gain you the best marks (and of course enable you to achieve your word count.)

Business is Different

In business we need to make our writing clear and focused in order to get the message across and achieve our objective. We need to strip off a few years of our education and get back to a simpler style. So how do we avoid the pitfalls of giving our readers indigestion?

Ten Tips

Here are ten tips to help your reader to read, understand and digest your message.

1. Define the purpose of your written communication and identify the readers and what they need from you.

2. Plan your document before you start writing.

3. Give your document a clear structure that will enable your reader to find the information they need. The structure is like a road map that helps your reader to navigate around easily. Different readers will want to read different parts of your document.

4. Use titles and headings to tell readers what is coming – this will enable them to relate this topic to existing or related knowledge and will increase absorption, understanding and retention of information. In a larger document a summary and an index help the reader find the parts he or she needs.

5. Give the most important information first. Most of us are very busy and may not read a whole document, so important messages need to be at the top of the text.

6. Break your document into digestible chunks. Section and paragraphs can be used to break up the text.

7. Bullet points are an excellent way of helping readers to take in key points.

8. Keep your sentences reasonably short – an average of 20 words. Varied length and structure help to make the writing interesting. With very long sentences the short term memory gets overloaded and by the time you reach the end of the sentence, you have forgotten what came at the beginning, so you have to re-read it.

9. Wherever possible write in the active voice – it gives your message more impact and makes it easier to absorb.

10. Use simple words and cut out redundant ones. Go through your text after you have written it and look out for words that can be eliminated.

Enjoy your writing!

A New Management Pocketbook for you to Enjoy

The Writing Skills Pocketbook, by Stella Collins and Beth Curl

This is a guest blog from Stella Collins and Beth Curl, authors of our newest Management Pocketbook, The Writing Skills Pocketbook.

The Writing Skills Pocketbook describes a 3-phase approach to planning, preparing and polishing written communications for the modern business world.

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The Root of the Issue: Dealing with Poor Performance

Last week, we looked at the meaning of Performance Management.  Many people perceive it as purely ‘dealing with poor performance’.  It isn’t.  Performance management focuses on creating good performance, but it must not shy away from dealing with situations where you or I under-perform in some way.

The solution must always start with the root of the problem: if you as a manager can work with me, as an under-performing staff member, to identify what is causing my poor performance, we have the basis to fix it in the most effective manner.

The Reasons for Poor Performance

CausesofUnderPerformance

In her Performance Management Pocketbook, Pam Jones gives six examples of common causes for poor performance:

  1. Personal ability
    Can I do the task you are measuring me on?
  2. Manager ability
    Have you, in some way, let me down?
  3. Process gap
    Are our internal systems at fault?
  4. Environmental forces
    Has our organisation put barriers in my way?
  5. Personal circumstances
    Has my private life got in the way?
  6. Motivation
    How confident and enthusiastic am I?

One of the most crucial skills a manager can have is that of diagnosing the cause of any under-performance.

Diagnosis

So here is my list of the six techniques you need to hone, to allow you to discern the reasons for my under-performance.

  1. Observation
    Being able to observe keenly what I am doing and how I interact with other people, equipment and processes
  2. Understanding
    Being able to understand the links between what people do and the results they get, within the processes for which you are responsible
  3. Questioning
    Being able to ask insightful questions that lead me and you to a deeper understanding
  4. Listening
    Being able to hear the answers I give and discern what I am trying to communicate
  5. Challenge
    Being able to challenge effectively my interpretation of events, to get at underlying truths
  6. Respect
    Being able to do all of this while demonstrating your respect for me, the organisation, and yourself, in equal measure.

Management Pocketbooks to help you acquire those techniques

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