Leading Teams: The 5 Styles of Managing People

I was teaching a seminar recently and a young film producer told me “I am not a good manager”.  I asked him why he believed this.  He described a recent series of disasters that he had overseen with his team.

I asked him “who are the people on your team?”.

He said his cousin helped out with finances and his uncle was helping out on sales.

I suggested that his problem had nothing to do with management or leadership skills.  It was a HR challenge.  This reminded me of this video I recorded on “The 5 Styles of Managing People”:

Leading people

It’s important to adapt your leading style to each individual and actually it goes more detailed than that it is down to each major task that each individual has so that may be that one person in order to produce the weekly
status report they don’t need any supervision at all you can delegate it fully to them, but in creating a marketing plan for the department its something that they hadn’t done before and they’re going to need a lot more “hands-on” management.

As you think about managing people it comes down to individuals and the tasks assigned to them. With each
task that you assign to an individual: what is important to think about are two things:

  • the motivation to take on this challenge and,
  • the experience they have in doing this sort of thing

Motivation: 0, 1 or 2

What i would ask is that you think about for each individual motivation on a scale: zero, one or two

Zero: is they are not motivated. Someone with motivation zero: they really aren’t interested in doing this task perhaps with a particular employee they don’t want to be the one that creates the status report for the weekly team meeting, or you’ve asked them to do a planned visit and write up a report on how things are going and they are really not motivated by that they prefer some other aspect, perhaps the technology is something that turns them on.

So zero is that individual is not motivated by this task. One is there is some motivation there it’s not that they are jumping up and down its not that they are asking you “please please can I do this?” but, there is a desire to grow and two: is that you can see fire in their eyes. They really want to do this, perhaps it’s an area that they really want to develop for their future perhaps its a type of work they really love.

In my case i remember when I first started at Accenture, programming computers was something you didn’t need to manage me to do. I loved doing it. I would do it in my spare time, at the weekends. So, my manager looking at me while he hands me a programming task would see me light up and and be excited almost have to hold me in the room to explain the full project before I could go out and start playing with the computers. Because in my mind it was playing that i was doing when I was programming if that same manager had said “on friday, instead of programming i want you to spend the day with the accounts receivable team drawing a process map of how they conduct the process” – that fire would have gone out of my eyes because it was not something that really motivated me.

So with each task and each employee: it’s important to just think about what level of motivation they have to get this activity done and the same for experience and again we have a zero, one, two scale.

Experience: 0, 1 or 2

Someone who has done many years of this, perhaps someone on your team has been creating the minutes for the team meeting for a couple of years they do it well: their experience is two. They’ve got three or four years of experience doing it, they’ve got the template, they know what goes in there, they know what doesn’t go into there they don’t need to ask for help.

Maybe there’s someone has just started on the team, they’ve never created minutes and they don’t know what it quite looks like: their experience is zero.

Maybe there is someone on your team that for a programming task they really haven’t got a background in this, they don’t know the language or they have not programmed in this particular language before so their experience is zero or one or two. So you need to think through…

What’s what’s this skill level of this person how much experience are they bringing to get to this particular activity and you score for each activity and each person:

  • where they are on motivation: zero, 1 or 2
  • where they are on experience: zero, 1 or 2

This will give you some basis, so perhaps you have someone who is zero and zero…

The Leaders Window: Management Matrix

Lets move that onto our our management matrix: so you have taken a particular task and an employee… and and you have done the sums, and you have looked at how their motivation is to do this particular task, how their experience is to do this particular task and maybe the sum of motivation and experience is zero:

You decide this person is not motivated by this particular task. They have got no experience: zero plus zero leads to zero.

Motivation + Experience: Zero

When you are faced with an individual on your team that is not motivated and that does not have previous experience there’s nothing you can do as a manager to get them to do this well. So, a zero is a HR problem

A zero: there is no management that you can do to get good work out of this individual. It’s a waste of time giving this piece of the activity to that individual employee. So your best decision, if this is a very important piece of work for the team, is to give it to someone else and if you don’t have someone else to do it
you need to replace this individual on the team because there’s no short or long term solution under which
someone who is not motivated and doesn’t have a good level of experience is going to be able to contribute anything worthwhile to the team so if it zero for motivation and zero for experience you need to find someone else to do this work.

Motivation + Experience: One

Let’s say they’ve got a little bit of motivation but no previous experience; or the other case
they’re not really motivated but they’ve been doing it for long enough that they can do it fairly simply
the case of producing minutes from a team meeting the individual is not motivated but they know generally what it looks like which case you’ve got a one as the sum.

In the case of “1” we move to micro-management in the case of micromanagement you’re going to have to supervise quite closely you going to have to set the activity weekly set the timing and describe how you want it done and audit and look over it anyone who’s in this “1” level whether it’s because their experiences is zero or their motivation is zero it is going to be hard work.

Micro-Management is not something you have an enormous scope to be able to to do much of. So the only reason you will allow someone to be in this micro management level is because either some things is going to change or you can see a path for them either to be more motivated or to gain the experience to be able to do it unsupervised.

Your objective is to move people away from micro-management and move them to level “2”, so level “2” is perhaps there’s a little bit of motivation, a 1 score in motivation and a little bit of past experience: so
one and one gives you two maybe its someone who is young who hasn’t done this before, but is very, very motivated to learn so their motivation is 2 but their experience is zero or somebody who’s not very motivated but they’ve been doing this for a long time and have a great deal of experience and know how to get it done, in which case your score is 2 and that 2 an activity, and an individual with a score of 2: you can Manage.

Motivation + Experience: Two

In the case of Manage, you are delegating the “how” to them so the individual it’s up to them them to decide how they want to do it but you keep control of the when and the what. So its the status report: “I want it 10 minutes before the team meeting on friday”, “I want it to look more or less like what we have always had”, “It’s up to you when and how do you do it”.

Or marketing plan, you set the when: “its due in two weeks time” the what: its a market plan. I’d like it to look to looks somewhat like the template we did last time but you leave it up to them to come to you with the how. but you are available for helping with the how, but that is delegated to them.

In the case of management you’re still keeping control of what is being done, you’re still keeping control of the deadline but you’re passing over the day-to-day work on the project to the individual and again this with the accountability question needs to be reinforced each time they come to you you’re pushing back the problem to
them:

  • “what else do we need to do?”
  • “what other things could be done?”
  • “what do you need to get it done?”

Anyone that you are managing: you really want to be looking at how you can move them to to level 3. Because level 3 is where you can lead. The key here at the management level, and at the micro-management level; this side of this quadrant you have a scarce amount of energy and time to dedicate here once you move your employees, the people reporting to you over into the style of leadership of “leading” or fully delegating; you can start to have many, many more people on your team because they’re not sucking a scarce resource that you have in terms of energy, in terms of time.

Motivation + Experience: Three

Leading: if you look at a task, and this task + person: they are highly motivated, they are really motivated to learn, and there’s a little bit of experience so you have given them 2 on the motivation, given them 1 in terms of experience: “3”, you’re leading.

In the case of leading, you are handing over even more responsibility, you are delegating the “what”, you are delegating the “when” you are delegating the “how” over to the individual and you are being there just to
to make sure that they are being supported to remove obstacles and help them be successful so, you’re role is no longer manager but moving more to coach and pushing the ownership of all of the task over to the individual
and if you’ve got an activity where someone is fully motivated: motivation level 2 and they’ve got plenty of experience: experience level 2 you start to get to 4.

With 4 you can delegate and ideally you want to move everyone into this phase: into delegation

Motivation + Experience: Four

You are now handing over full control, and you’re trusting, you’re trusting and doing some regular verification.

The important thing in delegation: the difference between an employee, a team member feeling that they’ve received something delegated to them, or the negative, they have received it dumped onto them it is a very different feeling as a team member to have something dumped on to you.

The big difference between dumping and delegation: in delegation you tell the individual:

  • “I have specifically chosen you”
  • “I trust you to do it”
  • “I am here if you need anything”
  • “I know you could do it better than I can do it”

You need to come back regularly with praise. Let them know you are aware they’re working on it. Let them know that you think they’re doing a good job. Dumping is a very horrible feeling. It feels like someone has just
passed, thrown the work over at them because you don’t want to do it yourself.

Having something dumped on you is a very un-healthy feeling.  Having something delegated to you and someone look you in the eyes and say

  • “I have specifically chosen you”
  • “you can do this better that I can”
  • “I trust you to come to me if you hit an obstacle”
  • “if you need some support to think through the problems”
  • “I trust you to get it done”
  • “I am not going to follow up, I am not going to check up”
  • “This is yours to get done”

When you get your team into leading and delegating as the main styles that your working with them as the team lead you now are freeing up your time to really look ahead you are not stuck in the details of day to day
and you are going to be able to start to look ahead and create time really make those that work for you successful.

Freeing up time for the Future

The real job of a leader, a great leader, is someone that everyone underneath them is even more successful than they are without you as the leader that can only happen when you start to move most of the activity that is being done by your team into these modes of leading and and delegating, and giving you the time and the energy to look up to see the roadblocks, remove the obstacles, praise, and reward and really boost the team into a high performance team so these are some important things to think about as you are giving the work to each member of the team and each activity, and each individual team member will need a different style in terms of how you relate to them how you help them take responsibility for their work.

The objective is always to be moving people out of micro-management into management; out of management into a style of leading and as soon as possible moving them from leading to a style where you can delegate.

Delegation can only happen when the individual team member is motivated and they have enough experience to know more or less how to get the job done so your job as a leader is to make working on their motivation and on working on giving them the skills so that they can be a 2+2 person; giving them a “4”, keeping them in the delegate box

if you can achieve that: you’re going to be really successful as a team leader.

5 Comments

  1. Great talk Conor! I deal with this on a day to day basis. Your simplicity and concreteness allowed me to learn a lot in a very short period of time. I will try to include this in my interactions and managemennt and leadership right away.

    Like

  2. you have a way of communicating a seemingly complex big picture in direct simple steps. Why do I and maybe others rush read through the obvious in search of connection and summary comments.

    ” had some trouble following the blog, repeated words and phrases” I am wondering now if those typos were intentional.” it had my attention if for no other reason than I wanted follow your thought process without getting lost. I had to navigate around the text distractions. it slowed down the tendency I have to form or summarize an opinion too early. which is a good thing!

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    1. The truth is that it is an almost verbatim transcript of the talk… A side benefit of YouTube is that it does a wonderful job of speech-> text 😉

      I like your insight that the twisted route of the text forced you to follow it more closely – in my speaking I deliberately use non-predictable sentences to keep attention – I know that once an audience can predict, they immediately tune out.

      Like

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