Teambuilding, Leadership and Management in at least two worlds.

This post is the third of three which began with:

Becoming a Great Manager – Part 1
Becoming a Great Manager – Part 2

Now let’s distill this down a bit further, and then if you want more, you can read First, Break All the Rules: What the World’s Greatest Managers Do Differently. These four areas are called “the Four Keys” of great managers in the book:

1. Choose People For Their Talents

Rule to break: Hire for experience, intelligence, and determination.

When selecting people, select for talent, not simply experience, intelligence, or determination. Skills and knowledge can be taught, talent cannot. Skills are the “how-to’s” of a role, like how to sheep with a focus macro. Knowledge is the information you are aware of, like the importance of Starlight for damage dealers on the Hodir fight. These can be learned, or taught, at any point. Talents, however, relate to reoccurring patterns of thought, feeling or behavior in the individual. They have to do with how your individual brain is wired and what you’re good at, that gives you joy. A talent is evidenced by a tank that not only has extreme combat awareness and reaction time, but takes joy in exercising it through protecting the squishy players.

“There is no point in trying to assess people’s abilities without first finding out what they care about.
– Robert J. Thomas

Great managers are excellent at knowing what talents will matter to their teams and organizations, and selecting for them. Also, they have the confidence to hire excellent people and let them perform to their utmost.

“If you hire people who are smaller than you are, we shall become a company of dwarfs. If you hire people who are bigger than you are, we shall become a company of giants.
– David Ogilvy

2. Define the Desired Outcomes

Rule to break: Set expectations by defining the right steps.

When you are setting expectations, focus on outcomes, not the steps to get there. Your people are individuals and may find routes to the goal that you’d never think of. Empower, don’t micromanage. Get obstacles out of the way, provide resources, and point your people in the right direction. They don’t need their hand held every step along the way, and attempting to do so won’t help them grow.

“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
– General George S. Patton

3. Motivate Based On Their Strengths

Rule to break: Motivate by helping your staff identify and overcome their weaknesses.

Motivate someone to improve their areas of strength, rather than focusing on their weaknesses. Their areas of weakness have to simply be adequate to do the job, any further development effort will pay off much better if focused on their strengths. Don’t expect or require everyone to be equally good at everything, or that’s what you may get, in the most mediocre way possible.

Get to know your people, befriend them even, and learn what makes them special and gives them joy to do well. Support them in developing that!

“Treat a man as he is, and he will remain as he is. Treat a man as he could be, and he will become what he should be.
– Ralph Waldo Emerson

4. Promote/Position People Based on Strengths

Rule to break: Develop your staff by helping them learn and get promoted.

Help your members find the right fit for their particular talents and strengths. Don’t move them to a new role, from one they excel at, because it will make them more well-rounded. Never force someone to primarily focus on an area of weakness, especially by deliberately promoting them so that they can “work on it”. Don’t let job descriptions tyranize your organization. If you have a person with the perfect talents for a job that doesn’t exist, which will benefit your organization, create it. Ensure that your organization doesn’t provide rewards and recognition only to people who are promoted up the hierarchy, even if it takes them away from what they’re best at.

“The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.”
– John Buchan

“In a hierarchically structured administration, people tend to be promoted up to their level of incompetence.”
– Lawrence J. Peter

A Final Question

If you comment, perhaps you’d answer a question for me. How many GREAT managers have you known, and why did you think of them that way? Thanks!

In Becoming a Great Manager – Part 1, we talked about the 12 questions that are indicators of a high-performing workplace, according to First, Break All the Rules: What the World’s Greatest Managers Do Differently. We’ll continue our discussion of how to become a Great Manager (or Guild Leader) by talking about the rule-breaking the title of the book refers to. The quotations in this article are taken from successful rule-breaking managers interviewed in the book.

Organizational vision, policies, and atmosphere matter, but what matters most to employee performance and retention is the immediate manager. In Wow terms, this is most often the Guild Leader or Raid Leader. You’ve heard it before, and probably experienced it: “People don’t leave jobs, they leave managers”. The right management is even more important in our gaming organizations, since our members are volunteer “staff”.

The most powerful and “manageable” of the 12 questions are the first 6, and they are about the employee’s perception of whether or not they belong. They are addressed by his or her direct manager’s engagement with the employee as an individual.

“A manager has to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues effect performance. So never forget you are on that stage.”

“Never pass the buck.”

Don’t Treat Everyone Equally – Individualize

One of the mostly-unwritten rules of management which the book calls upon us to break is the rule “Everyone should be treated equally”. Of course they shouldn’t. They’re not the same people, or in the same roles, nor do they have the same needs. Each should certainly be treated fairly, but pretending they are the same person in order to do this is simply lazy thinking.

“Make each person comfortable with who they are.”

Most importantly of all, the leader/manager must focus on the strengths of each employee, helping them develop and enhance what they’re good at and excited about. Organizations need great front-line managers that don’t focus on weaknesses. They identify and accept weaknesses, and deal with them by planning  for ways to compensate for them. However, their primary focus and effort is always on best using and developing the employee’s talents and areas of strength.

Get Close to Your Members

Another common belief about management is that leaders must hold themselves aloof from the rank and file. The managers of the most successful teams in the Gallup Study don’t. They get to know their staff on a personal level. They commit on a personal level.

“A lot of listening, a lot of getting to know who they are. It’s ok to become friends.”

“Make very few promises to your people, and keep them all.”

Hire for Talent – What is Talent Anyhow?

The book believes a company is misguided if the job description is so rigid that the person must be bent to conform to it. It’s more valuable to take a really talented person and create the right role just for them. Whatever you do, don’t put someone in a job that isn’t focused on their areas of strength. While skills and knowledge can be built after hiring, talents are something different (more on this in Part 3).

“Hire for talent, and once you’ve hired them, trust them.”

Promote For the Right Reasons

You’re looking for talent when you promote too, particularly to management and leadership positions. Too many organizations exhibit the classic Peter Principle, promoting someone beyond their area of competence (and joy). How many good technical professional’s careers (and those of their direct reports), have been spoiled by promoting them? Just because you’re a great programmer or technical wizard doesn’t mean you can manage people or projects. An amazingly talented and dedicated raider doesn’t necessarily have the right talent and skill for an officer position, and making those roles a “reward” for raiding prowess is a very risky choice for a Guild Leader to make.

“Don’t overpromote people.”

It’s Not About Control

If you think a manager’s main job to to control people, to make them do what they’re supposed to be doing, look again at the first two questions in the list of 12. They are about providing the employee or guild member with a sense of security; imbuing them with the belief that they’ll get the support they need to be successful. Just as you are reading this article to improve your knowledge, because you want to understand successful management, every single hire wants to perform well. Your primary job as a leader is to make sure they know what that looks like, have the resources to do so, have help overcoming organizational roadblocks, and can effectively evaluate and correct their own performance.

You can’t change people, but you can facilitate behavior, and you do this by clarifying expectations and giving consistent and constructive feedback, as well as offering the tools, training and reference materials needed for each role.

As a leader who values teamwork, cooperation and synergy, there are several behaviors that you must learn to be consistently capable of to nourish a supportive atmosphere for your team.

Setting Expectations Is Important

You need to make it clear, from your website, policies and recruiting interviews on through your everyday activities, that teamwork is an expected and important value. It’s about “we”. We defeat dragons together, or sometimes we fail to do so, but we are learning and growing together. We discuss how we can improve.

You Need To Model The Behavior Of A Team Player

There are many ways for you, the leader, to model the behaviors you are hoping to see. Here’s just a few of the most important: Share. Take turns. Don’t (need to) be a hero. Don’t micromanage. Trust. Do your best. Help others respectfully; don’t create co-dependencies. Deal with your own emotional “stuff” instead of dumping it on those around you. If someone bothers or upsets you in some way, ask them about it privately, and as non-confrontationally as you are capable of. Appreciate the people around you. Notice them. Thank them.

Flaws Are Okay, Especially in Leaders

Create an atmosphere where occasional mistakes are ok. Make sure your team has an environment that helps give them the emotional security to admit mistakes. Model what you want to see by admitting your own mistakes. “I blew that, I’ll do better next time” is fine. It’s usually a relief to people when the boss/teacher/leader isn’t perfect, and admits it. It takes the pressure off them to achieve an unrealistic standard of perfection. While some stress can be positive, none of us perform well when too much piles up. If you assume and model the expectation of a supportive environment, most often others will expect that too – and help create it!

 

About Author

Atris, known in another world as Karilee, is a World of Warcraft Guild Leader and Business Consultant fascinated by how Leadership, Management and Teambuilding work in two different worlds. She believes that good leaders, good managers and good teams are essential for successfully defeating dragons, no matter what world you find yourself in.