Identifying and selecting_the_best_managers_labmgr3-19

1

2

Spot and Nurture Part I

Identifying and Selecting the Best Managers From Your Laboratory Staff

Ron PickettLab Manager Magazine

3

Objectives: Identify the skills that highly

competent scientists and technologists need to meet the demands of management.

Consider the history and unique characteristics of your organization.

Develop a selection list for comparing the available candidates.

4

Introduction “How did you get to be a

manager?” Past history with selecting

managers. Fitting into company programs.

5

Review Current System Key elements. What works. What doesn’t!

6

What does it take to change the future?

Characteristics, actions and skills necessary for successful change agents:

1. Recognize and flaunt the great skills we can bring to the party.

2. Select managers based on their ability to imagine, visualize and communicate a viable and vibrant future.

3. Improve communication skills and strategies.

4. Reward involvement in company politics.

7

What does it take to change the future?

5. See change as an opportunity rather than a threat.

6. Build strong relationships outside the lab.7. Ask tough, challenging questions.8. Get involved in the regulatory changes that

are required by advances in technology.9.Demand more from our suppliers and

equipment manufacturers – they need to help us look at the impact of their advances beyond cost, speed and accuracy.

8

Self Test1. Do I like collaborative work? 2. Do I tend to become the leader of groups

in which I find myself? 3. Have I ever volunteered to coach or tutor

others? 4. Do I find it intriguing to work on thorny,

ambiguous problems? 5. Do I cope well with stress (e.g., extended

hours, tough personal decisions)?

Your Staff Separate yourself from your

emotions Inside or outside The Downside!The Psychobarbarian ManagerBy Ronald B. Pickett The Lab Manager October 2011

9

10

Management Competency Model What it means. How it’s developed. KSA’s Levels of Competence. Emotional Intelligence.

11

A Real Model

Problem Solving Cluster Interpersonal Influence Cluster Leadership Cluster Personal and Corporate

Effectiveness Cluster• The Competent Manager; A model for Effective

Performance• R. Boyatzis

12

Review the Competency Model

Which competencies are naturals for Scientists, and other Lab professionals?

Which are stretches? Which really go well beyond the

normal role of staff? Which truly define effectiveness?

13

Problem Solving Cluster Conceptual Thinking. Innovative Thinking. Strategic Orientation.

14

Interpersonal Influence Cluster Impact and Influence.  Listening, understanding, and

responding. Networking. Teamwork.

15

Leadership Cluster Change Leadership. Sharing Responsibility. Holding People Accountable. Team Leadership.

16

Personal and Corporate Effectiveness Cluster

Results Orientation. Commitment to Learning. Client Service Orientation. Concern for Political Impact. Flexibility. Organizational Awareness. Planning and Initiative.

17

Selection and Analysis Model Strategic Orientation. Networking. Sharing Responsibility. Concern for Political Impact. Organizational Awareness.

18

Strategic Orientation Demonstrates a working knowledge of

the capabilities, goals, and vision of the department.

Takes calculated risks based on economic, mission, and political issues, trends, and processes as they relate to the strategic objectives of the department and its linkages with the direction of the organization.

19

Networking Establishes and maintains a network

of contacts to help understand emerging issues and make informed decisions.

Identifies who to involve and when and how to involve them to accomplish objectives and minimize obstacles.

Great managers have the following talents: They motivate every single employee to take

action and engage them with a compelling mission and vision.

They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.

They create a culture of clear accountability. They build relationships that create trust, open

dialogue, and full transparency. They make decisions that are based on

productivity, not politics.

20

SUMMARY Prepare For Next Webinar

Date: May 21, 2014 Bring a list of your staff

21

22

References and Resources1. Boyatzis R. The Competent Manager - A Model for Effective

Performance. New York; John Wiley and Sons: 1982.

2. Peter L, Hull R. The Peter Principle: Why Things Always Go Wrong. New York; William Morrow & Company, Inc: 1969.

3. Pickett, R A Tale of Four Quadrants Vantage Point, April 2006, Volume 10, Number 4)

4. Pickett, RB The Psychobarbarian Manager, Lab Manager Oct 2011

5. Pickett, RB Leading Change. Lab Manager, May 2010 6. http://www.bredemeyer.com/pdf_files/

PoliticsCompetency.PDF7. http://www.employeeservices.gov.sk.ca/LMcompetencies

8. http://blogs.hbr.org/2014/03/why-good-managers-are-so-rare/

Spot and Nurture Part II

Identifying and Selecting the Best Managers From Your Laboratory Staff

Ron PickettLab Manager Magazine

23

Objectives Continue review of Competency Model Begin assessing staff List opportunities for observation and

evaluation List opportunities for “Nurturing.”

24

25

Sharing Responsibility Shares responsibility with individuals

and groups to increase their sense of commitment and ownership.

Assists in the coaching, learning, and development of others.

26

Concern for Political Impact Is aware of how departmental issues,

program policies, and decisions impact others while being sensitive to the differing needs/agendas of various stakeholders.

27

28

Organizational Awareness

Acts with an understanding of the department and organizational purposes and processes and makes departmental changes to resolve issues or problems.

29

Emotional Intelligence Political Awareness

Accurately read key power relationships. Detect crucial social networks. Understand the forces that shape views and

actions of clients, customers, or competitors. Accurately read organizational and external

realities. Daniel Goleman Working With Emotional Intelligence

30

Staff Assessment List the staff members you need to

consider. Identify positive attributes of each. Consider development opportunities. What don’t you know?

Compare the candidates in your recruiting pool with the appropriate management competencies.

Select the laboratory professionals with the best management potential.

Develop the elements of a plan for individual assessment, coaching, and nurturing.

31

Staff Assessment

32

The Future The selections you make now may

manage a far different organization than currently exists.

What trends will have the greatest impact on your successor?

33

34

Staff Assessment

COMPETENCY Person 1 2 3

Strategic Orientation Networking Sharing Responsibility Concern for Political Impact Organizational Awareness

35

Opportunities for Observation

36

Opportunities for Observation Assign staff members to committees,

task forces, or projects. Give them leadership responsibilities

at department-wide meetings. Ask them to attend a relevant

association meeting.

37

Opportunities for Observation (Cont.) Discuss their off-the-job activities,

including education, clubs, church, etc.

Send them to a management development or training activity.

Assign them a written project report on a topic related to the laboratory.

38

What’s his day job?

39

What to Observe Watch for the individual’s level or

intensity of involvement. Observe nonverbal communication. Pay attention to the questions they

ask . Set up challenging situations. Ask them what they think about

management.

40

Questions to Ask Yourself Do they participate in discussions

during department meetings? Do they coach or teach new skills to

others? Do they take a leadership position? Do they ask “Why” questions?

41

42

Power What is their attitude about power? Do they question authority? In a

positive or negative way? Can they differentiate power that is

necessary to be an effective manager from power that is purely for self-aggrandizement?

43

44

Alternative models Good to Great

Humility + Will = Level 5 LeadershipGood to Great

Jim Collins

Quiet Leaders Put things off till tomorrow. Pick your battles. Bend the rules, don’t break them. Find a compromise.

We Don’t Need Another Hero,Joseph L. BadaraccoHBR September, 2001

45

46

Working the Plan Explain and coach your employees

toward the management competency model.

Be objective – site specific examples of behavior and areas for improvement

Reward achievement. Expect slow progress (it took us a

long time to get the way we are).

47

Working the Plan (Cont.) Describe what employees can expect if

they do become a manager. Hold rehearsals and practice sessions. Use performance appraisals to focus

on future development.

48

49

References and Resources1. Boyatzis R. The Competent Manager - A Model for Effective

Performance. New York; John Wiley and Sons: 1982.

2. Peter L, Hull R. The Peter Principle: Why Things Always Go Wrong. New York; William Morrow & Company, Inc: 1969.

3. Pickett, R A Tale of Four Quadrants Vantage Point, April 2006, Volume 10, Number 4)

4. Pickett, RB The Psychobarbarian Manager, Lab Manager Oct 2011

5. Pickett, RB Leading Change. Lab Manager, May 2010 6. http://www.bredemeyer.com/pdf_files/

PoliticsCompetency.PDF7. http://www.employeeservices.gov.sk.ca/LMcompetencies