Standards for Managers

Yesterday I brought up the notion of standards for managers. By standards, I mean basic expectations. Here my basic expectations of managers:

Managers ought to be accountable and take ownership.

Managers should make a positive contribution to the business (not just maintain it).

Managers should be outstanding role models because they influence the culture and tone of the business.

Managers need to produce results.

Managers should build and maintain positive partnerships with peers, team members, managers and customers.

Managers must have their finger on the pulse of the company and know when changes in approach make sense and would be of benefit.

Good managers are responsive to other’s ideas and concerns.

Managers should ensure that all employees know and understand the mission, including how their work impacts the mission.

Managers ought to ensure that their team members are focused and clear about what’s expected of them.

Managers ought to create a work environment where people want to do their best work.

Managers ought to have the courage to make tough decisions and solve difficult problems.

Work/processes that do not optimally impact the mission should be reengineered, improved, changed or eliminated.

Managers must keep their agreements, renegotiating when conditions change. Integrity means “doing what you said you would.” Managers are expected to act with integrity.

Managers should proactively seek coaching, collaboration, and ongoing learning.

What do you think?

Comments

[Rick Cecil]

Great stuff, Lisa.

I have found that listening is a great way to encourage people not only to perform their best, but also to be thinking about how to improve work processes and systems. When a manager asks: "What are we not doing that we should be doing?" and then takes the time to engage in a meaningful conversation...it's powerful stuff.

I'd be curiious to hear your thoughts on how you get employees to do their best work. Especially employees who are already disgruntled...as sometimes listening and engaging them in meaningful conversations just isn't enough...

[Lisa Haneberg]

Rick: You bring up a great topic that I would enjoy addressing in future posts - how to develop and environment that enables and encourages peak performance. I will put that on my list, thanks! One preview note: I think the answers are often contrary to conventional "industrial" wisdom.

[Terry Storch]

Lisa,

Great post and great list of "standards". The big question is: As the leader of a lot of great managers, how can I lead so my managers are enabled or are enpowered to meet their "standards"?

Thats a another post! Great, great stuff.

[Lisa Haneberg]

Terry - that is a good topic for a future post, thanks. Many of the same standards apply, of course, but there is also a whole set of things relating to how to grow great leaders.

[Phil Gerbyshak]

Great post as always Lisa. How do we measure whether or not managers are actually doing this? With today's lean times, people managing managers often spend more time doing their own jobs instead of just "managing" that it makes it tough to find the time to observe. I'm a front line manager, so I'm looking for good ways to show that I am adding value and many of the other things you say, and yet so much is hard to measure. Any thoughts on that, or are you saving that for a future post?

[Lisa Haneberg]

Phil:

Personally, I think managerial efficacy is pretty easy to see, because it impact so many aspects of the organization. If something is not quite right, it can take some work to pin down the root cause.

I think goal attainment, results, retention, work culture, problem solving, and alignment are great indicators.

When we are key contributors, people know it because the business moves forward and keeps its commitments (a bigger deal than it may seem).