Tag Archives: manager

Poof, You’re a Manager

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From the Ask Tom Mailbag –

Question:
Hey Tom, I want your opinion on something…Why do the wrong people end up in management/leadership positions? What are the first three reasons that come to mind?

Response:
While it’s fun to poke at dysfunction, especially in managerial positions (just read Dilbert, my favorite), there are shining examples of high performing managers in most organizations. But there are a few stinky ones out there.

Next-in-line – Most teams will eventually lose their manager, either to a promotion, to another company or to trout fishing in Montana. In many cases, that team will end up with the next-in-line. This person may have been a competent assistant, been on the team the longest or simply showed up for work early on the wrong day. Poof – you’re a manager.

Mis-selection – Companies recruiting from the outside often make a poor hiring decision. For the most part, they have no clue about what it takes to be an effective manager. Clueless, they fumble through a stack of resumes, ask the wrong questions during interviews and end up with an empty suit. Poof – you’re a manager.

Skill-set – Many people are perfectly capable to be effective in a managerial role, but have never been trained in specific skills. Being a manager has a great deal to do with “who” you are, yet there are several leadership skills (yes, trainable skills) that must be learned and practiced. Most companies don’t have internal capabilities to teach or coach those skills. Poof – you’re a manager. Good luck.
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You Can’t Interview for Attitude

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“I get it,” Sara smiled. “I know, for someone to be a high performer, they have to value the work in the role. If they don’t place a high value on the work, it isn’t likely they will do a good job.”

“Not in the long run,” I confirmed. “In the short term, you can always bribe people with pizza, but once the pizza’s gone, you’re done.” (This is known as a diagnostic assessment.)

“I’m with you,” Sara nodded. “But how do you interview for values. I am afraid if I ask the question, straight up, I am going to get a textbook answer. The candidate is just going to agree with me.”

“Sara, when you are observing your team, watching them work, can you see their values?”

Sara stopped. “I think so, I mean, I can see enthusiasm. I can tell when someone is happy.”

“How can you tell?”

“I can just watch them,” she replied. “I can see it in their behavior.”

“Exactly. You cannot see a person’s values, you can only see their behavior. And that is what you interview for, their behavior. As a manager, just ask this question – How does a person with (this value) behave?”

Sara’s eyes narrowed. I continued.

“Let’s say that you have an accounting position and that accuracy, specifically with numbers is an important value.”

“You can’t ask them if they think accuracy is important. Of course, they will say – yes.”

I nodded. “As a manager, ask yourself this question. How does a person behave if they value accuracy in their work.”

“I know that one,” Sara jumped in. “I once asked our bookkeeper how she always balanced to the penny. She told me she always added things twice. People who value accuracy in their work always add things twice.”

“So, what question would you ask?” I pressed.

“Tell me about a time when accuracy was very important. How did you make sure you balanced to the penny?”
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