6managementstyles 130928054732-phpapp01

BE A BETTER MANAGER BY DEVELOPING YOUR 6 MANAGEMENT STYLES

Selena Sol presents…..

[email protected]://www.linkedin.com/pub/eric-tachibana/0/33/b53

http://www.slideshare.net/selenasol/presentations

because you get the best results when you manage the way your people need/want to be managed

Every employee has a unique personality

Which means that they are motivated by different things

Some are introverts

Others are extroverts

Some people are born to think through problems

Others use their feelings

Whatever the case, as a manager, you cannot change who your employees are

in their core

Not only that….

But those same people are also going through their own lifecycles

What motivates them now may be different from what motivated them last

year

Whether the person is an introvert or an extravert, they need different things in

life at ages 1, 6, 18, 24, 35, or 50

Finally, the context of work keeps changing

Sometimes the strategy is to slowly support the status quo

Other times it is all about urgent and major change

If you are a manager

Your job is to motivate

So if everyone is different

And everyone is changing over time

And the nature of work is changing too

You cannot manage with one single style

Hay / Ber propose that you should have at least 6 Management Styles in your

toolkit.

1. Directive2. Authoritative3. Affiliative4. Participative5. Pace-Setting6. Coaching

Rosalind Cardinal summed them up nicely as follows….

1. DIRECTIVEGOAL OF MANAGERCompliance• The “do it the way I tell you” manager• Closely controls employees• Motivates by threats and discipline

USE IT• When there is a crisis• When deviations are risky

AVOID IT• Employees are underdeveloped – little learning happens with

this style• Employees are highly skilled – they become frustrated and

resentful at the micromanaging.

2. AUTHORITATIVEGOAL OF MANAGERGive long-term direction & vision• “Firm but fair” manager• Gives clear direction• Motivates by persuasion & feedback on task performance

USE IT• Clear directions and standards needed• The leader is credible

AVOID IT• Employees are underdeveloped – they need guidance on what to

do• The leader is not credible – people won’t follow your vision if

they don’t believe in it

3. AFFILIATIVEGOAL OF MANAGERCreate harmony among employees and between manager and employees:• The “people first, task second” manager• Avoid conflict & emphasizes good relationships • Motivates by keeping people happy

USE IT• Used with other styles• Tasks routine, performance adequate• Counseling, helping• Managing conflict

AVOID IT• Performance is inadequate – affiliation does not emphasize

performance• There are crisis situations needing direction

4. PARTICIPATIVEGOAL OF MANAGERBuild commitment & consensus• The “everyone has input” manager• Encourages employee input in decisions• Motivates by rewarding team effort

USE IT• Employees working together• Staff have experience and credibility• Steady working environment

AVOID IT• Employees must be coordinated• There is a crisis – no time for meetings• There is a lack of competency - close supervision required

5. PACE-SETTINGGOAL OF MANAGERAccomplish tasks to a high standard• The “do it myself” manager• Performs many tasks personally and expects employees to follow

his/her example• Motivates by setting high standards and expects self-direction from

employees

USE IT• People are highly motivated, competent• Little direction/coordination required• When managing experts

AVOID IT• When workload requires assistance from others• When development, coaching & coordination required

6. COACHINGGOAL OF MANAGERLong-term professional development of employees:• The “developmental” manager• Helps and encourages employees to develop their strengths and

improve their performance• Motivates by providing opportunities for professional development

USE IT• Skill needs to be developed• Employees are motivated and wanting development

AVOID IT• The leader lacks expertise• When performance discrepancy is too great – coaching managers

may persist rather than exit a poor performer• In a crisis

DIRECTIVE

GOAL OF MANAGERCompliance• The “do it the way I tell you” manager• Closely controls employees• Motivates by threats and discipline

USE IT• When there is a crisis• When deviations are risky

AVOID IT• Employees are underdeveloped – little learning

happens with this style• Employees are highly skilled – they become

frustrated and resentful at the micromanaging.

AUTHORITATIVE

GOAL OF MANAGERGive long-term direction & vision• “Firm but fair” manager• Gives clear direction• Motivates by persuasion & feedback on task

performance

USE IT• Clear directions and standards needed• The leader is credible

AVOID IT• Employees are underdeveloped – they need

guidance on what to do• The leader is not credible – people won’t follow

your vision if they don’t believe in it

AFFILIATIVE

GOAL OF MANAGERCreate harmony among employees and between manager and employees:• The “people first, task second” manager• Avoid conflict & emphasizes good relationships • Motivates by keeping people happy

USE IT• Used with other styles• Tasks routine, performance adequate• Counseling, helping• Managing conflict

AVOID IT• Performance is inadequate – affiliation does not

emphasize performance• There are crisis situations needing direction

PARTICIPATIVE

GOAL OF MANAGERBuild commitment & consensus• The “everyone has input” manager• Encourages employee input in decisions• Motivates by rewarding team effort

USE IT• Employees working together• Staff have experience and credibility• Steady working environment

AVOID IT• Employees must be coordinated• There is a crisis – no time for meetings• There is a lack of competency - close supervision

required

PACE-SETTING

GOAL OF MANAGERAccomplish tasks to a high standard• The “do it myself” manager• Performs many tasks personally and expects

employees to follow his/her example• Motivates by setting high standards and expects

self-direction from employees

USE IT• People are highly motivated, competent• Little direction/coordination required• When managing experts

AVOID IT• When workload requires assistance from others• When development, coaching & coordination

required

COACHING

GOAL OF MANAGERLong-term professional development of employees:• The “developmental” manager• Helps and encourages employees to develop their

strengths and improve their performance• Motivates by providing opportunities for

professional development

USE IT• Skill needs to be developed• Employees are motivated and wanting

development

AVOID IT• The leader lacks expertise• When performance discrepancy is too great –

coaching managers may persist rather than exit a poor performer

• In a crisis

I think I would add a 7th Style: Welching (a la Jack)

Sometimes an employee simply needs to be managed out

Because, for whatever reason, they’re just not having fun and no amount of Jedi management is going to change

that

Whatever the case, your job as a maturing manager is to master all these

styles

Get good at identifying which style is needed for each of your employees based on their personality, their life

context, and the work context

And then get good at executing the right style at the right time for each employee

at the same time

Good luck

45 years later, I’m still working on it….