Managing Managers Requires Good Leadership Skills

I have a question for all my readers – How many of you have a manager or supervisor?  OK, so everyone has a boss.  Now, how many of you manage people who manage people? Moving up the management career ladder often includes progressing from team leader, to project manager to portfolio or department manager or higher.

I think that you will find that with each upward step, you become more removed from daily individual contributor supervision and more involved in managing managers. Although this progression does not require an entirely new set of skills, it does require modification and enhancement of the leadership and management skills honed earlier in your career.

How is managing managers different from managing projects?

  • Trust becomes even more critical when managing managers than it was in managing a project. You will have to rely on the observations and reports of others, rather than directly experiencing situations.
  • You will lose some of your technical edge, as your time is devoted more to business development and money matters.
  • You will find that you know less about “how” and more about “why”. (This one bothers many people as they move up).
  • You will be evaluated primarily on financial success, rather than products or schedules.
  • You will spend time with non-technical people, many with whom you must communicate successfully. Communicating upward in the organization will consume more of your time.
  • Your opinion carries extra weight and concomitant responsibility.  You can no longer make rash or “off the cuff” opinions.
  • You may find that management techniques that worked well to motivate young, inexperienced team members are less effective in managing managers.  Just look at the sports coaches who move from college to pro teams and find that their techniques don’t work with professionals.
  • Character matters even more, since employees may copy your behavior and solicit your support more aggressively than when you were a technical lead or project manager.

Important leadership skills for senior managers

  • Set the vision. It is essential that you communicate the long-term goals of your department or organization to your managers clearly and often. A shared vision provides the touchstone to help your managers make decisions and solve problems.
  • Networking with other managers and technical resources to get things done across your organization.
  • Set straightforward, measureable objectives for each manager and project under your authority. Have short-term and long-term goals for each person who reports to you and reinforce those goals in monthly or quarterly meetings.
  • Talent management-hiring (see previous post on Staffing for Success ), giving effective feedback, and developing talent for the project work.
  • Demonstrating accountability and holding team members and project managers accountable.
  • Influencing others- both up (your leaders), across (your peers), and down (your project managers and team).
  • Facilitate problem solving. It may be tempting to jump in and solve a problem yourself. You have been there and solved that problem successfully before. However, your managers need to learn and they need to put their own stamp on projects. Do not micromanage. Let me say that again – Do not micro manage.  Rather, offer advice and ask leading questions to help clarify a situation and your subordinate manager’s options. You are also in a better position than before to break down barriers to solving problems by using your position and influence.
  • Be a role model. Social learning theory, also called social cognitive theory, supports the idea that people learn new behaviors and change existing ones based not just on their experience, but also on their observations of significant others, such as senior managers. Your values, priorities and even your mode of dress may be copied.  One of my favorite phrases in leading is watch the “Shadow of the Leader.”

I have worked with and managed many managers throughout my career and there are no easy answers or techniques that will make you successful.  Follow these tips and use your best judgment and you should be successful as a manager and more importantly as a Leader!

I hope you will share your insights into the challenges and opportunities of managing managers.

Resources:
IncMagazine: How to Manage Managers

Purdue University: Social Cognitive Theory

Staffing for Success – How to Interview

I am really getting lots of questions about staffing and it is seems to be really hot topic on the web these days.  I wrote a white paper on the subject a few years ago (you are welcome to download a copy of Cognitive Technologies’ whitepaper, “Staffing for Success – Back to Basics” by registering in the library).  I also gave some simple tips on interviewing back in May 2009 (Interviewing tips for PMs) but I am not really an expert on that subject, so I’ve asked a well know practitioner, Dr. Karen McGraw, to give us all tips on how to interview candidates in order to make sure we hire the right people.

Using the Interview to Find and Select the Right Candidate

Guest Post by Dr. Karen L. McGraw, CEO, Silver Bear Group

The “how to get a job” industry is booming! Go into your neighborhood bookstore and count the number of books that tell people how to interview to get the job. For people who find the job interview a very nerve-wracking experience, these advice books certainly have a place. Of course you want to make the best impression you possibly can as you vie for your dream job and hope to stand out from the crowd of other applicants.

But what does this mean for the project or program manager who is hiring to staff an upcoming project, or for the operational manager who needs staff with special skills in order to successfully implement a new process? I think it means that it can become even more difficult to select the best candidates, because they are likely to be well-prepared for the interview.  Similarly, we need better preparation to ensure that the time we spend with an interviewee produces the data we need to make the right decision.

Much has been written about the use of behavioral interview questions to help discern the interviewee’s role in a particular achievement.  The typical behavioral interview consists of using the following kinds of questions, followed by secondary questions that enable you to drill down and reveal what the interviewee really did and what their role really was:

  • Tell me about a time when you …
  • Give me an example of how you …
  • How did that turn out?
  • What did you do next?
  • What would you have done differently?

The answers summarize how the individual approached the situation, what they did to address and resolve it, and the outcomes or results produced. These types of questions give you more insight into the candidate’s capabilities. In addition, the interviewer gets a better feel for how the candidate communicates and presents ideas, confronts problems, makes decisions, and learns from events. But the data you gather is only as good as the questions you ask and how you respond to the answers. But the real secret to effective behavioral interviews is preparation before the interview, followed by appropriate use of the response data and revelations after the interview is over.

Before the Interview

Behavioral interview questions are all about what the person did—the actions they took, the decisions they made—and the results produced.  But if you are asking about minimally important tasks and ignoring others, you won’t have good data to help you determine if this candidate is a good fit. To improve the questions you ask, conduct a planning meeting with a small team of key performers either in the job role for which you are hiring, or who interact with that job role in a team setting.  Discuss topics such as, “What are the most important outcomes this role must produce?” “What facilitates success in this job role?”  “What competencies or capabilities are essential to avoid failure?”

Use the information discussed to produce a prioritized list of the key position requirements and the special qualifications, traits, and experience the ideal candidate would have. Work from the list of key position requirements to construct 5-7 critical behavioral interview questions. Then review the special qualifications (e.g., certifications, training, etc.) and traits (e.g., results-oriented, collaborative decision maker, etc.) to develop other questions that will help you judge the candidate’s appropriateness for the job. Finally, use the information discussed and the list of behavioral questions to construct a Job Evaluation Form for the position. Provide interviewers with a form like this and ask them to rate each candidate against the factors and provide comments to capture examples or other information that should be considered.

After the Interview

How many times have you called an interviewer to get their feedback after they interviewed a candidate only to hear “I really liked him (or her).” For many jobs it is important that an individual is likeable. But now is not the time to be swayed by “likeability.” It should be but one factor in the equation you use to determine the best candidate for the job.

To improve your odds of success, gather the Job Evaluation Forms completed by your interviewers. Compile the ratings and comments for each candidate and compare the findings across candidates to help you make your final decision. Combine the rating information and comments with other data you have, such as personality test results, to help you make the optimal decision.

In the end, there is no perfect technique—we’re all human and are affected by a candidate’s likability and preparedness. But careful planning can help you ask the questions that matter most and will enable you to use the data from each interview to choose the candidate most capable of producing the results required by the job.

Do you have special tips to help you successfully fill job roles? Please share them!

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