Can a fresh set of dry erase markers and a clean whiteboard really be tools for "good HR" (and bad)?
I had an experience this week that provided an “a-ha” moment for me about the power of “good HR” – HR support that helps bring ideas to life in ways that help organizations progress.
I was helping a small team come up with a list of performance traits that denote excellence in their field. They plan to use these characteristics through the full HR cycle of events, from interviewing and selection to performance evaluation and professional development.
The same group had gone through a similar exercise a few years ago. At that time, they accomplished the task – i.e., they put words down on paper – but (and this part won’t be a surprise for anyone who’s spent any time in HR or organizations in general), the document then sat on a shelf unused for years, to the point where people even forgot it existed.
An Example of Bad HR
This is a good example of “bad HR” that we unfortunately fall into in many of our organizations from time to time. Good people Continue reading
During the past several months, I’ve had the pleasure of watching a few new managers grow into their jobs. I wanted to share a few observations about their struggles and successes that may apply universally to all new managers.
- Learning their craft
My young friends have viewed management as a skill to be learned, and they’ve dived into it with passion. They’re trying to read and learn and think about management skills and techniques wherever and whenever they can. Sometimes the mind gets ahead of the body, as it were (i.e., their desire to learn outpaces their actual skill at using the techniques they are learning) … but this brings with it hard-earned experience and, ultimately, greater skill.
- Learning to delegate
This might be the hardest skill to learn for most new managers (who have generally been promoted due their technical excellence in their field, not their managerial skill). They understand that their job is now to get work done throughother people now, rather than solely operating as an individual contributor. For the most part, they remember this and try to provide their teams with the resources, support, and autonomy they need to do their jobs. Every once in a Continue reading
Recently, one of our senior managers was considering promoting a long-serving employee to a supervisory position for the first time. To help paint a picture of “management” for the employee, the senior manager drew up a list of “Things Managers Are and Do” and shared it with the prospective supervisor. I thought it was a very good and thoughtful list, so I asked him if I might share it in this forum (adding a few thoughts of my own).
Things Managers Are
- They are genuine (i.e., they know that admitting mistakes makes you human, not weak)
- They are prudent (i.e., they balance the needs of all concerned)
- They are thoughtful (i.e., they try to understand and consider the implications of their actions)
- They are humble (i.e., they seek collegial relationships and use power with great restraint)
- They are hopeful (i.e., they believe in others’ potential and work to help them fulfill it)
Things Managers Do
- They manage (i.e., they take charge of situations, identifying solutions rather than complaining about problems)
- They want to manage (because they enjoy this type of work, not because of where it puts them on the corporate ladder)
- They care about, and see (and come to know) their staff as individuals first, and co-workers second.
- They understand and respect that people have a life outside of work and try to plan thoughtfully to help their teams balance business and personal responsibilities
- They truly want their staff and co-workers to be successful and work to help them become so
- They see this “role” (helping others succeed) as important as “doing their own job” – because it is part their job
- They actively demonstrate support by being available, teaching, and offering tools and resources where they reasonably can
- They represent/support the company in all matters – while maintaining their own individual integrity (i.e., when the company is wrong, they acknowledge it)
- They continually seek to learn and develop themselves in order to become better managers
- They don’t have to win an argument because they’re the boss (i.e., they seek to let the best answer prevail)
- They understand that they’re not “owed” trust and loyalty merely because they’re “the boss”; they have to earn it (day by day, action by action).
I’ve been thinking a lot lately about how to help new managers thrive. I’ll be writing more next week about observing two young managers as they strive to learn the art and craft of management. In the meantime, what key actions would you add to the list if you were advising a new manager (or as a reminder for long-time managers)?