becoming an extraordinary manager

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  • B E C O M I N G A NE X T R A O R D I N A R Y

    M A N A G E R

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  • B E C O M I N G A NE X T R A O R D I N A R Y

    M A N A G E RT H E 5 E S S E N T I A L S

    F O R S U C C E S S

    L E N S A N D L E R

    American Management AssociationNew York Atlanta Brussels Chicago Mexico City San Francisco

    Shanghai Tokyo Toronto Washington, D.C.

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  • Special discounts on bulk quantities of AMACOM books areavailable to corporations, professional associations, and otherorganizations. For details, contact Special Sales Department,AMACOM, a division of American Management Association,1601 Broadway, New York, NY 10019.Tel: 212-903-8316. Fax: 212-903-8083.E-mail: specialsls@amanet.orgWebsite: view all AMACOM titles go to:

    This publication is designed to provide accurate and authoritativeinformation in regard to the subject matter covered. It is sold withthe understanding that the publisher is not engaged in renderinglegal, accounting, or other professional service. If legal advice orother expert assistance is required, the services of a competentprofessional person should be sought.

    Library of Congress Cataloging-in-Publication Data

    Sandler, Len, 1946Becoming an extraordinary manager : the 5 essentials for

    success / Len Sandler.p. cm.

    Includes bibliographical references and index.ISBN-13: 9780-814480656 (pbk.)ISBN-10: 0814480659 (pbk.)

    1. Personnel management. 2. Management. I. Title.

    HF5549.S144 2007658.409dc22 2007025385

    2008 Leonard SandlerAll rights reserved.Printed in the United States of America.

    This publication may not be reproduced,stored in a retrieval system,or transmitted in whole or in part,in any form or by any means, electronic,mechanical, photocopying, recording, or otherwise,without the prior written permission of AMACOM,a division of American Management Association,1601 Broadway, New York, NY 10019.

    Printing number

    10 9 8 7 6 5 4 3 2 1

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  • This book is dedicated

    to the memory of my parents,

    who were my first heroes

    and remain my heroes to this day.

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  • Contents

    List of Figures ixForeword by Kush Mirchandani xiAcknowledgments xiii

    1 Introduction 12 Moving Up to Manager: How to Get and Begin the Job 11

    Section I: Motivating Others3 The Principles of Motivation 354 What People Really Want 60

    Action Items for Developing Your Ability to Motivate Others 74

    Section II: Attracting and Retaining Top Talent5 Interviewing: Choosing the Best from the Rest 796 Retaining Top Talent 95

    Action Items for Developing Your Ability to Attract and Retain TopTalent 106

    Section III: Planning and Organizing Your GroupsPerformance7 Building Capability and Accountability 1118 Its About Time! 134

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  • viii CONTENTS

    Action Items for Developing Your Ability to Plan and OrganizeYour Groups Performance 143

    Section IV: Driving Results Through Your Organization9 Managing Employee Performance 147

    10 Introducing Change: From Woe! to Wow! 16311 Maintaining Your Sanity: Handling Performance Problems 175Action Items for Developing Your Ability to Drive Results Through

    Your Organization 183

    Section V: Lifelong Development12 Career Planning 18913 A Look to the Future 215Action Items for Developing Your Ability to Develop Others 222

    Appendix: Job Satisfaction Survey Details 225Bibliography 233Index 235About the Author 241

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  • List of Figures

    Figure 1-1. How many people can do jobs at the different levels ofmanagement?

    Figure 2-1. The doing vs. managing divide.Figure 2-2. Information flow in the old vs. modern organization.Figure 2-3. Meeting evaluation form.Figure 3-1. Three-step model of motivation.Figure 3-2. Matrix approach to motivating people.Figure 3-3. Maslows hierarchy of needs.Figure 3-4. Effort, performance, and rewards: expectations and outcomes.Figure 3-5. Equity theory.Figure 5-1. Creative sourcing techniques.Figure 6-1. The Wow! point.Figure 7-1. The can-do box.Figure 7-2. Locus of control.Figure 7-3. Balancing rightness and commitment.Figure 8-1. The work-planning pyramid.Figure 8-2. Time-management matrix.Figure 9-1. Start, stop, continue feedback form.Figure 9-2. Five-factor performance review system.Figure 9-3. Performance and development issues.Figure 10-1. Four stages of the change process.Figure 10-2. Force field analysis for clarifying a plan for change.Figure 13-1. Assessing your relationship with direct reports and its impact

    on their job performance.

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  • Foreword

    I read Becoming an Extraordinary Manager after I had invited Len Sandlerto conduct training sessions for my management team in Japan. At thattime, I thought his style of engaging our untrained managers with thought-ful questions and using practical tools could only be captured in a face-to-face setting. This book confirms that Len delivers the same value in writtenform that my team received in a live training session with him. Everythingabout this book is very much like one of Lens management training ses-sions: straight to the point, in simple, real terms, and immediately usableevery day. Very quickly Len settles the key question of whether manage-ment is a learnable profession.

    But theres much more: Len does all the research but compacts it downto eight to ten specific takeaways based on the core principle of employeedevelopment. These takeaways are usable every day by all managers andform the basis of an entire HR program. Best of all, they work for ourmanagers in our international offices. I personally restructured my em-ployee recognition program immediately after reading this book and imple-menting its suggestions. This book is a super return on the few hours ofinvestment in reading it.

    Kush MirchandaniVice President, Brooks AutomationPresident, Brooks Automation Japan

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  • Acknowledgments

    This book would not have been possible without the support and encour-agement given to me by my family. To my wife, Marilyn, and my fourchildrenLori, Melinda, Scott, and CraigI express my appreciation.

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  • C H A P T E R 1


    Extraordinary managers make the whole greater than the sum of itsparts. They add value to their organization. They get extraordinaryresults from ordinary people. Average managers wind up with ordinaryresults no matter how good their people are. There are even managers who,unfortunately, drag their groups down so that they get ordinary resultsfrom extraordinary people. The whole, then, becomes less than the sum ofits parts. These managers have little, if any, value. They dont really man-age much of anything. Theyre straw bosses. After the worthwhile stalksof wheat and other grains are harvested, straw is whats left over on theground. Its used primarily for animal bedding. The term straw boss hascome to mean a low-level manager who isnt good for much. Such manag-ers have very little authority. Theyre leftovers. The term also connotessomeone who is petty and makes things more difficult, not better, for em-ployees. I know some companies that have more than their share of strawbosses. Im willing to wager that you do, too.

    Overall, Ive found there to be four basic kinds of people:

    1. Those who make things happen. You can count on these people100 percent of the time. No matter what the assignment, no matter whatthe obstacles to overcome, no matter what the deadline. Theyre alwaysimproving themselves. Their development curve looks like a skyrocket. Imassuming youre this kind of person. Why else would you have bought thisbook?

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    2. Those who watch things happen. These people are the spectators.They sit up in the stands. They second-guess and play Monday-morningquarterback. You probably say the same things to them that I do: If youcan do better, you come down on the field of play where the action is. Ofcourse, they never do. They dont want to get their hands dirty. They dontwant to stick their necks out.

    3. Those who wonder whats happening. These are the people whoare always confused. Things are never clear enough for them. Theyre al-ways waiting for something. They say things like, I have the responsibilitybut not the authority. They want things to be given to them. On retire-ment day, theyll still be waiting for instructions and direction.

    4. Those that everything happens to. These are the victims. The Woeis me! people. They claim they have such terrible luck. In truth, they maketheir own bad luck.