06 Human Resources McLennan Pres

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uman Resouce ManagementBill McLennan 27/03/20

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sources Management

Human Resources

ManagementBill McLennan

Sub title: How to breed top-quality managers and top-echelon leaders: the ABSexperience

27/03/2003 [email protected] 2

Introductionn Skilled, motivated people are the

most important assets in any

statistical office

n Choose your people wisely; then

manage them welln No Chief Statistician is stronger

than his/her agencys weakest

manager


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Chutes and Ladders:Growing the General

Managern Thomas V Bonoma & Joseph C

Lawler

n Sloan Management Review, 27,

Spring 1989


How top managers getmade

n The chief statisticians mostimportant tasks involving junior

managers are selecting, training,motivating, and assigning them to

various jobs.


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n Good assignment paths willreinforce a managers strengths,

remove weaknesses, and producea better senior management

candidate.


What does the ABS do?n Determine the up-and-comers

from the remainder of the

management pack


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n Identify top-managementcandidates from the pool of up-and

comers

n Provide assignment paths tominimise weaknesses in thegeneral management cadre


The Up-and-ComersScreenn Identify candidates from middle

and senior levels with

management potential


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Functional Expertise

n No expertise; no future as amanager

n The specific area of expertise is

irrelevant


Interest in People

n Successful management has moreto do with governing the efforts of

others than it has to do with tasks,policies, or programs


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n Managers who do not shift theirprimary focus from tasks to people

cannot become candidates for thegeneral management ranks


Commitment to winning

n Most managers do not have the acompetitive will to win

n They mistake looking good for

winning!


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Creativity

n The rarest characteristic formembership in the up-and-comers

group


n Top managers clearly dislikenonconformists, and people who

refuse to play by the rules

n But most top managers dislike

poor results even more than theydislike rule breakers!


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The General

Management Screenn Characteristics for leadership

ability


Sensitivity

n A genuine empathy for others; it isthe starting point for managerial

wisdom

n The capacity for participation in

anothers feelings and ideas


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Perspective

n Managers gain perspective whenthey are wise in both familiar and

unfamiliar situation


n Often shown by an ability, bydrawing on past experience, to ask

the kinds of questions that sparkinsight in subordinates


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Confidence

n Has a bias towards action

n Is not paralysed by analysis


A Good Belly

n The most important characteristicis to have good instincts


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n Belly is the willingness to trust gutjudgement when there is little else

to inform decisions


n The closer the person gets to thetop, the more often he/she will be

faced with decisions of this type.


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l mclennan@attglobal netHuman


Assignments for Growthn Building sensitivity

n Building perspective

n Building confidence

n Building good instincts


The key tool topmanagers have forforging strongersubordinates is howthese subordinates areassigned to jobs.

06 Human Resources McLennan Pres

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