What Great Managers Do

Introduction

• Explore the distinguishing factors between great and average managers.
• Great managers discover and capitalize on what is unique about each individual.
• Analogies: Checkers vs. Chess
  • Average managers play checkers (uniform and interchangeable pieces).
  • Great managers play chess (unique movements for each piece).

Key Research Findings

• Survey of 80,000 managers by the Gallup Organization.
• Great managers excel by leveraging the unique abilities and eccentricities of employees.

Differences Between Managers and Leaders

• Great managers discover individual talents and turn them into performance.
• Great leaders discover universal qualities and rally people towards a common goal.
• Both roles require awareness of different skills.

Examples of Effective Management

• Michelle Miller at Walgreens

  • Papered work schedules accommodating diverse employee skills and personalities.
  • Example of Jeffrey, a goth rocker, redefined roles to capitalize on his strengths (accuracy and analytical tasks).
  • Results: Increased sales, profit, and customer satisfaction.

• Jim Kawashima at Walgreens

  • Focus on employee's individual idiosyncrasies to enhance performance.
  • Example of Manjit, a star performer in suggestive selling due to her competitive nature.
  • Store ranked number one nationally in Walgreens suggestive selling program.

The Elusive One Thing

• Great management involves continuously adapting strategies to suit the unique attributes of employees.
• Managers save time, create accountability, and foster teamwork by capitalizing on uniqueness.

Strategies for Overcoming Weaknesses

• Provide training if the weakness is due to lack of skills.
• Find a partner who complements the weak areas.
• Introduce techniques or mental tricks to help manage weaknesses.
• Rearrange roles to make weaknesses irrelevant.

Importance of Recognition

• Recognizing employees' efforts and achievements is critical.
• Tailor recognition to the individual's preferences.

Understanding Learning Styles

• Analyzing: Needs information and preparation (e.g., Claudia).
• Doing: Learns through trial and error (e.g., Jeffrey).
• Watching: Learns by seeing the complete picture.

Conclusion

• Great managers focus on individuality, not transforming employees into a set mold.
• They recognize and release the unique talent of each employee.
• Success in managing is about adjusting the environment to allow for each person's contribution to shine.

Key Takeaways

• Great managers make the most efficient use of their time by understanding how each employee is different.
• They focus on enhancing individual strengths and creating an environment that leverages personal uniqueness.