Managers are catalysts

No manager can make an employee productive. Managers are catalysts and can accelerate the reaction among the talent of the employee and the needs of customers/the company. They can help the employee find the path of least resistance toward his goals. They can help you plan your career. But they can't do any of this without considerable effort from the employee. In the world, according to great managers, the employee is the star.
The manager is the agent. And, as in the performing arts world, the agent expects a lot from his stars. These lines, which you will read below, aim to summarize the most significant ideas of the mindset of managers who are setting the standard in world-class business, and the challenge of the topology of the type of worker that the III Millennium industry is demanding. . This essay, based on the book "First, break all the rules", is based on interviews by the Gallup Organization with more than 80.000 managers in more than 400 companies. Its authors, Marcus Buckingham and Curt Coffman, offer managers at all levels vital lessons in performance and professional development.

Here are some things exceptional managers of the new millennium do:

1.- They recognize that each person has different motivations, that each person has their own way of thinking and their own style of relating to others. They know that there is a limit to what they can do to change a person. But they do not regret these differences, nor do they try to eliminate them. What they do is take advantage of them. They try to help everyone to be more and more than they already are.

The role of the manager is to penetrate every employee to unleash your unique talents and transform them into performance. They know that they cannot compel all people in a certain position to perform their role in exactly the same way. They know they can't fully iron out differences in style, need, and motivation.
The most efficient way to turn a person's talent into performance is to help that person find their own path of least resistance toward expected results.

2.- Exceptional managers get people to do what they want when they are not present to tell them. The manager may believe that he has more control than his subordinates. Each employee can decide what to do or not to do. Decide how, when and who. For better or for worse, it is the employee who makes things happen.

The hardest thing about being a manager is realizing that people don't do things the same way you would. But you have to get used to it, because when you try to force them, two things happen. They resist, that is, they do not want to, and they create dependency, that is, they cannot. Neither of these two things proves to be very productive in the long run.
In your quest for performance, never try to perfect your people. The temptation may be great, but it must be resisted. It is a false deity. What seems like a miraculous panacea is actually a disease that diminishes function, degrades people, and weakens the organization.

George Bernard Shaw probably wasn't in a very good mood when he commented, "The road to hell is strewn with good intentions." But when it comes to attempts to perfect people, he wasn't entirely wrong. The challenge of a manager is not in perfecting people but in taking advantage of the unique characteristics of each one.

3.- Exceptional managers have the ability to discover, in detail, the unique talents of each of your employees (what motivates him, the way they think, what differentiates him, the way he builds his relationships). Each person has a unique set of talents, a unique pattern of behavior, passions, and longings. The individual talent pattern is enduring, resistant to change.

4.- For them everyone should be treated as an exception. Each employee has his own filter, his own way of interpreting the world around him. Therefore, each employee will demand different things from their manager.

Do you remember the golden rule? "Treat others as we would like to be treated." Exceptional managers break the golden rule every day. They would say: "Don't treat others the way you want to be treated." What they do is treat each person as they want to be treated, keeping in mind what each person is. Of course, employees must obey certain standards of behavior, certain rules. But within these rules, each person must be treated differently, according to their particular needs. How could you keep track of each employee's unique needs? Solution: "Ask". Asking him about his goals, dreams, aspirations, career. Talk to each of them about what they consider important and key, and then build their chessboard.

5.- Exceptional managers spend most of their time with the most productive employees. They invest in the best. When they spend time with an employee, it is not to correct, fix, or instruct. What they are doing is racking their brains trying to find better and better ways to unlock each employee's special talents. It is a great way to learn and the only way to keep an eye on excellence.

6.- They remember that they are constantly in the foreground on stage. They particularly remember that the less attention they pay to the productive behaviors of their superstars, the less of those behaviors they will get.

7.- Although exceptional managers are committed to the concept of "equity", its definition is somewhat different from that of others.
For them "equity" does not mean treating everyone the same. They would say that the only way to treat a person equally is to do it as he deserves. Considering what you have accomplished.

Evil assessments it must be faced directly, to prevent it from degenerating into a dangerously unproductive situation. And it must be faced without delay because, as in all degenerative diseases, procrastination is the art of fools.

8.- Exceptional managers do not look for easy people to lead. They are looking for people with the necessary talent to alcanzar a world class level. Consequently, they prefer the challenge of taking the talented person and moving them toward productivity, rather than the challenge of trying to instill talent in the least productive person.

9.- Since excellence is the frame of reference that great managers use to evaluate performance, firmness in love simply means that this parameter is not negotiable.
Therefore, in response to the question "What is the level at which performance is considered unacceptable?", These managers respond: "At any level that remains around the average with no signs of improvement." In response to the question, "When can it be said that it has been unacceptable for too long?" The top managers respond, "After a short time."

Exceptional managers don't need to hide their true feelings. They understand that a person's talents and talent gaps form a permanent pattern. They know that if, after removing all obstacles to avoid talent shortages, the employee's performance does not improve, the most likely explanation is that their talents do not match their role. For great managers, permanent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It's a matter of a bad deal.

10.- The exceptional manager is involved in four fundamental roles, taking advantage of the following conditions:
  1. When they select someonethey do based on talent... not simply experience, intelligence, or determination.
  2. When they set expectations, define the expected results… Not the indicated steps.
  3. When they motivate someone, focus on strengths… Not in weaknesses.
  4. When they develop someone, help you find the perfect match… Not just the next rung of the ladder.
Article published by Juan Carlos Caramés Paz. Prof. Postgraduate University of Carabobo.
Prof. Postgraduate and Undergraduate Technological University of the Center.
I am a dreamer and in my dreams I believe that a better world is possible, that no one knows more than anyone, we all learn from everyone. I love gastronomy, numbers, teaching and sharing all the little I know, because by sharing I also learn. "Let's all go together from foundation to success"
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