PMI Southern Maryland Professional Development Day

Transcription

1 PMI Southern Maryland Professional Development Day Don t Take the Problem If It Isn t Yours! (Managing Management Time) November 3, 2017 when individuals flourish, organizations thrive

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3 A word

4 Sometimes, we managers compete to see who can have the most monkeys! You got a monkey on your back? I got three monkeys. Cartoon courtesy of the New Yorker online archives.

5 Evolution of Management Boss Sub1 Sub 3 Sub 4 Sub 2 Sub 5

6 Do the best you can until you know better. Then, when you know better, do better. Maya Angelou

7 What Managers Do PLAN Facilitate ADMIN STUFF REFLECT Relate MANAGE STRATEGY MEETINGS Delegate Super-Do-ers COMMUNICATE MANAGE THE BOSS Develop INNOVATE MANAGE STRESS engage staff Own Projects

8 MANAGER OR SUPER DO-ER

9 Manager or Super Do-er? Are you busier than your subordinates? Do you generally work later than your subordinates? Do you work weekends that your subordinates don t? Do you owe your subordinates updates on work you assigned to them? Do your subordinates have trouble getting on your calendar because you are so busy? Do you have time at work for planning? Do you have time at work for reflecting? Are you holding up action by your subordinates? Do you feel like you are doing the work of two people? Are your staff ready to accept bigger delegations? Adapted from The One Minute Manager Meets the Monkey

10 Scoring If you answered YES to questions 1, 2, 3, 4, 5, 8 and 9 give yourself 5 points If you answered NO to questions 6, 7 and 10 give yourself 5 points Record your score!

11 Are you a manager or a super do-er? Perfect Manager A monkey is the next move. Perfect Super Do-er

12 24 HOURS IN A DAY

13 Three Kinds of Management Time Boss-Imposed Time System-Imposed Time Subordinate-imposed time Self-Imposed Time Discretionary time The One Minute Manager Meets the Monkey, Blanchard, Oncken & Burrows, 1989; p.112

14 24 HOURS IN A DAY Your Actual Example DAILY ALLOTMENT SLEEP ( ) (8) FAMILY/PERSONAL ( ) (3) EAT ( ) (2) EXERCISE ( ) (1) COMMUTE ( ) (1) AVAILABLE FOR WORK 9

15 24 HOURS IN A DAY Your Actual Example AVAILABLE FOR WORK 9 BOSS-IMPOSED TIME (1) SYSTEM-IMPOSED TIME (1) YOUR TIME, subtotal 7 SELF-IMPOSED TIME SUBORDINATES 6 SELF 4 REMAINING HOURS 0 (3) Why is it that some managers are typically running out of time while their staffs are typically running out of work? The One Minute Manager Meets the Monkey, Blanchard, Oncken & Burrows, 1989; p.22

16 Manage Your Energy Let s do a quick check-in on your energy management. Adapted from the Power of Full Engagement by Loehr and Schwartz

17 Physical Energy Rest, nutrition, exercise Frequent Active Leisure Active parasympathetic system & better recovery from stress & threat Mental Energy Realistic Optimism Resilience and Hope Avoiding multi-tasking Capacity to concentrate, create, learn, bounce back Emotional Energy Frequent positive emotion High quality connections Behavioral flexibility, creativity, capacity to see opportunity Spiritual Energy Having a why to live and work Shared and valued purpose Awareness of values Greater joy, tolerance for inevitable obstacles Adapted from The Making of a Corporate Athlete & Managing Your Energy, Not Your Time

18 How to Manage Boss-Imposed Time?

19 How to Manage Boss-Imposed Time? Think of your boss as a resource Keep your promises No surprises, ever Take your job seriously Advise, then obey Provide solutions, not complaints Communicate clearly Do your best work Explain how you are best managed Over-prepare for every meeting Show interest in your boss s career Make your boss successful Adapted from 12 Easy Ways to Manage Your Boss, Rich Karlgaard, Forbes, 2014

20 How to Manage System-imposed Time?

21 How to Manage System-imposed Time? Make friends with the administrative staff Build mutually beneficial relationships Automate, simplify, delegate administrative tasks

22 How to Manage Self-imposed Time? Subordinate-imposed Time Self-imposed Time

23 Subordinate-imposed Time

24 Subordinate-imposed Time Set clear goals Delegate Develop Appointment Check-ins Decisions Advise, don t do

25 Creating Motivation: Four Levers for Increasing Motivation Competence: Do people believe they can do the job? Relationships: Who is affected? Who cares? Who helps? Autonomy: Do they have the freedom to manage their jobs? Meaning: Do they believe in what they are doing?

26 Lever 1: Competence Clear understanding of requirements Challenging goals but not too challenging Clear expectations Pleasures of experiencing flow at work Removing obstacles People have adequate training, People have tools, resources, support Clear feedback on performance Self-efficacy -- An abiding belief that they can succeed

27 Lever 2: Relatedness As a manager, to foster relatedness amongst your team, you can: Celebrate good work and recognize a job well done with group members Make sure people get regular and effective feedback about performance Encourage people to have strong peer groups that advocate for quality work Support people to have best friends at work Give people reasons to want to please you

28 Lever 3: Autonomy The amount of supervision matches the level of competence, as well as risk and complexity of the task. As people grow in competence, they can take increasing control over the way they do their work and craft their jobs to meet their strengths, passions, personal motivations. If there are organizational limits on autonomy, people are given reasonable explanations.

29 Lever 4: Meaning and Purpose Meaning is defined as an attachment or a connection to something larger than oneself. This can be: Your family Your community The World Nature Your divinity Other ideas? Remember Q8 from Gallup: Does the mission/purpose of your company make you feel your job is important?

30 Employee Engagement 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. In the last year, I have had opportunities at work to learn and grow. Used with permission of the Gallup Organization

31 Self-imposed Time

32 Focus The Focus-Energy Matrix High DISENGAGEMENT 20% PURPOSEFULNESS 10% PROCRASTINATION 30% DISTRACTION 40% Low Energy Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004 High

33 Procrastination Procrastination = f(personality + organizational factors) = f(fear of failure, insecurity) = learned helplessness As a result -- Fail to take initiative Dutifully performing routine tasks: Attend meetings Write memos, Phone calls Fail to raise the level of performance Fail to engage with strategy Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004

34 Distraction Distraction = confusing frenetic motion with constructive action Characterized by Trouble developing strategy Difficulty adjusting to new requirements Short-sighted Overcommitted Moved to prompt, unconsidered action under stress Adapted from Beware the Busy Manager, Bruch & Ghoshal, HBR, February 2002

35 Disengagement Defined as defensive avoidance Characterized by Burnout, exhaustion Under extreme stress anxiety, frustration, alienation Lack inner resources to re-charge Unable to commit to assignments Easily overwhelmed by the unexpected Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004

36 Purposefulness Characterized by More focus More self-aware, able to manage their own stress Sense of personal responsibility High internal locus of control Manage their energy Work harder Schedule think time Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004

37 Purposeful Managers Manage boss s expectations Independently find ways to access resources Develop relationships with influential people Build specific competencies (broaden choices) Meaningful challenge + personal choice + profound urgency Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004

38 Self-imposed Time (Management Time) Time Log manage how you spend your time Don t confuse busy with productive or useful Are you doing what others could? Are you doing the urgent in lieu of the important? Provide deliberate reflection/plan time Disconnect from day-to-day to think strategically Select one or two key personal projects ones that will make a difference!

39 Optimizing Management Time Separate operations from strategic discussions Prioritize your focus based on the value of the outcome Target decisions, not discussion -- set time limits Distribute information in advance Cover sheet: For information purposes only For discussion For decision Consider at least three alternatives Adopt standard decision-making processes Implement decisions made tie to resource allocation Adopted from Stop Wasting Valuable Time by Mankins, HBR September 2004

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41 Selected Bibliography Blanchard, K. H., Oncken, W., & Burrows, H. (2009). The one minute manager meets the monkey:. London: HarperCollins. Bruch, H., & Ghoshal, S. (2014, November 18). Beware the Busy Manager. Retrieved October 3, 2017, from Mankins, M. (2014, November 05). Stop Wasting Valuable Time. Retrieved October 3, 2017, from Oncken, W., Jr,. (1984). Managing management time. Englewood Cliffs, NJ: Prentice-Hall Inc. Oncken, W., Jr., & Wass, D. L. (2017, July 18). Management Time: Who's Got the Monkey? Retrieved October 3, 2017, from Schwartz, T., & McCarthy, C. (2015, July 16). Manage Your Energy, Not Your Time. Retrieved October 3, 2017, from

42 Daily Check-in 5 to 15 minutes share daily schedules, priorities stand-up! administrative topics only hold without fail Adapted from Death by Meeting by Patrick Lencioni

43 Weekly Tactical Meeting 45 to 90 minutes review weekly activities, metrics resolve tactical issues set agenda in meeting based on update reports identify for later meeting all strategic discussions Adapted from Death by Meeting by Patrick Lencioni

44 Monthly Strategic/Ad Hoc Strategic 2 to 4 hours Discuss, analyze, brainstorm Make critical, long-term decisions Consider a few topics; don t overbook agenda Prepare and present research ahead of meeting Engage in good conflict Adapted from Death by Meeting by Patrick Lencioni

45 Quarterly Off-site Review 1 to 2 days Review strategy, market or industry trends, competition, personnel, team development Relocate away from office; Focus on work, with limited social activities Provide a generous time allocations for topics.complete the discussion, not meet the time plan Adapted from Death by Meeting by Patrick Lencioni