Management by Subtraction

The older more mature I get, the more convinced I am that really good managers spend a lot of time getting rid of things.

Most people actually do know how to perform their jobs. What gets in the way are outdated procedures, internal struggles, missing/incomplete communication between department heads, and a million other things that organization dwellers run into each day.

Want to Be A Management Hero?

If you are a manager, your job is to pave the way for your people's performance. Sure, you have to give out assignments, follow up on tasks, and sit down to discuss performance. But good management isn't additive; it doesn't "pile on" until groups crumble under the weight of "more". Good management thrives as a result of focusing on what's important and then using your position power to help people deal with the right things in the right ways. Sometimes that equals "less". 

My management thought for today: Managers Are the Mediators of Success.

How would that single thought impact how managers operate?

Coming on Thursday: Mary Jo Asmus weighs in with a guest post on "When Silence Can Be Golden." Mary Jo's comment on Silence Is Not Golden Unless You Are A New Parent deserved some expanded coverage. I'm pleased that she's taking the time to serve it up!

Comments

[Frode H]

Getting rid of things is a big part of the job. Getting out of meaningless meetings, as a call center manager getting rid of traffic is a key to success. But not only getting rid of, also building, creating, changing and continuing.

As a leader you should inspire other to take part as well in your routine spring cleaning. Getting rid of task by delegating to create motivated employees is another way of getting work done. Get employees to evaluate routines in certain areas. Involve them in projects and they will shine.

[Steve Roesler]

Frode:

I think that "building, creating, changing, continuing" are much different than "adding". Well spoken.

[Mile High Pixie]

Well said, Steve. Being a great manager (as opposed to just a good or decent one) means judging what's useful and important as opposed to just what's easy or urgent. In my office, part of the spring cleaning (as Frode so well puts it) is realizing what of our leadership and management tools and habits no longer work. Some of the higher-ups in our office seemingly refuse to acknowledge that their old way of writing proposals and doing business no longer works and it's time to change things up to meet the market and our clients where they are. Sadly, these higher-ups are sticking to what's comfortable, not what's actually necessary.

Recent blog post: Doing what matters Part 2: the bell curve of time and effectiveness/efficiency

Recent blog post: Doing what matters Part 2: the bell curve of time and effectiveness/efficiency

[Steve Roesler]

Nice post, MHP.

Readers: Head over to the Pixie's post.