Practical Ways to Lead and Serve (Manage) Others

Praise Quotes

Acknowledgments

Introduction

1. Who Are the People in These Essays?

1.Managers Lead and Serve Others

1. 1.1Encourage Flow Efficiency
2. Flow Efficiency for Workgroups
3. 1.2Create a Culture of Psychological Safety
4. 1.3Extend Trust
5. 1.4Congruence Helps You Lead and Serve
6. The Buck Stops With You
7. 1.5Environment Shapes Behavior
8. 1.6Manage With Value-Based Integrity
9. 1.7Examine Your Management Assumptions
10. 1.8Managers Create and Refine the Culture
11. 1.9Consider These Principles to Lead and Serve Others
12. 1.10Lead and Serve with Excellence

2.How Many People Can You Serve as a Manager?

1. 2.1Myth: You Can Manage Any Number of People as a Manager
2. 2.2What Do First-Line Managers Do?
3. 2.3How Managers Serve Others
4. 2.4What’s a Reasonable Number of People to Manage?
5. 2.5Create Learning Opportunities
6. 2.6Remove Yourself as the Expert
7. 2.7Build Trusting Relationships With Your Team
8. 2.8Focus on Serving, Not Controlling
9. 2.9Options to Lead and Serve

3.How Often Do You Meet Privately With People?

1. 3.1Myth: I Don’t Need One-on-Ones
2. 3.2Gather Data With One-on-Ones
3. 3.3Model Behavior and Feedback in One-on-Ones
4. 3.4Privacy for Private Problems
5. 3.5One-on-Ones Allow the Manager to Serve
6. 3.6Build the Relationship with One-on-Ones
7. 3.7Structure Your One-on-Ones
8. 3.8Decide When to Conduct One-on-Ones
9. 3.9What If You Don’t Have Time for One-on-Ones?
10. 3.10Options to Organize Your One-on-Ones

4.Do I Really Need to Tell Someone How They’re Doing?

1. 4.1Myth: People Should Just Know How They’re Doing
2. 4.2Manage Your Feedback Words
3. 4.3Practice Effective Feedback
4. Public Recognition Can Cause Problems
5. 4.4People Need Transparency
6. 4.5Options to Start Effective Feedback

5.Is Measuring Time Useful?

1. 5.1Myth: I Can Measure the Work by Where People Spend Time
2. 5.2Time Is Not Results
3. 5.3How Many Hours in a Day?
4. 5.4Manage the Work in Progress
5. 5.5Which Meetings Can We Kill?
6. 5.6What Does Your Day Look Like?
7. 5.7When Do You Need to Respond?
8. 5.8Measure Results, Not Time
9. 5.9Create Experiments to See Where People Spend Time
10. Technical Excellence Adds to Product Value
11. 5.10Experiment with the Number of Hours per Week
12. 5.11Measure Outcomes Instead of Time
13. 5.12Manage Your Timesheet Time
14. 5.13Options For Measuring Outcomes or Results

6.How Can You Tell if People Are Engaged?

1. 6.1Myth: I Need to Know People Are Invested
2. 6.2Management Work is Different From Technical Work
3. 6.3I’m Invested, Why Aren’t They?
4. 6.4What’s the Real Problem?
5. What About Engagement Surveys?
6. 6.5Options to Increase Engagement

7.How Do You Know People are Working Hard?

1. 7.1Myth: If You’re Not Typing, You’re Not Working
2. 7.2Trust People to Use Their Best Work Approach
3. 7.3Recharge Yourself
4. 7.4Extend Trust to the People Doing the Work
5. 7.5Consider Team-Based Options for Work

8.What Value do Performance Reviews Offer?

1. 8.1Myth: Evaluation via Performance Reviews Are Useful
2. 8.2Avoid Evaluation or Grading People
3. 8.3Self-Assessment Doesn’t Work, Either
4. 8.4Attention Works
5. 8.5Feedback is a Culture Problem
6. 8.6Consider This Design for a Feedback Lab
7. 8.7Options Instead of Performance Reviews

9.Do People Ever Need External Credit?

1. 9.1Myth: People Don’t Need Credit
2. 9.2Always Give Credit for Work Other People Perform
3. 9.3Fix Miscommunications When They Occur
4. 9.4Consider Formal Appreciations
5. 9.5Taking Credit is Anti-Delegation
6. 9.6When You Give Credit, You Look Like a Star
7. 9.7Options to Start Offering Credit

10.Who Deserves a Job Here?

1. 10.1Myth: I Can Save Everyone
2. 10.2Why Can’t You Save Everyone?
3. When Your Company Can’t or Won’t Act
4. 10.3Why Help an Employee Leave Your Team?
5. 10.4Understand Team “Fairness”
6. 10.5Consider When You Should Save an Employee
7. 10.6Create Action Plans
8. 10.7Help the Person Succeed Elsewhere
9. 10.8Act Promptly
10. 10.9Options to Decide Who Deserves a Job Here

11.Do Hiring Shortcuts Work?

1. 11.1Myth: We Can Take Hiring Shortcuts
2. 11.2See Typical Hiring Shortcuts
3. 11.3Offer a Candidate a Reasonable Salary
4. 11.4Hire for Cultural Fit
5. 11.5Hiring Shortcuts Don’t Help Anyone
6. 11.6Options to Improve Your Hiring Practices

12.Are People Resources?

1. 12.1Myth: I Can Treat People as Interchangeable Resources
2. 12.2People Accomplish Work
3. 12.3Language Matters
4. 12.4People Are Also Not FTEs
5. 12.5People Are Not Resources
6. 12.6Options to Move From “Resources” to People

13.Do Experts Help Finish the Work?

1. 13.1Myth: Only ‘The Expert’ Can Perform This Work
2. 13.2Experts Cause Delays
3. 13.3Understand the Root Cause
4. 13.4Options to Reduce the Dependence on Experts

14.Who Do You Promote Into Management?

1. 14.1Myth: I Must Promote the Best Technical Person to Be a Manager
2. 14.2Management Skills Differ from Technical Skills
3. 14.3Differentiate Between Managers and Technical Leads
4. 14.4What’s the Value of the Work?
5. 14.5Managers Work Outside the Team
6. 14.6Great Technical People Can Be Great Managers
7. 14.7Consider Your Promotion Options

15.Where Will You Start Leading and Serving Others?

1. 15.1Visualize the System
2. 15.2Assess Your Current Behaviors
3. 15.3Change Your Behaviors First
4. 15.4You Don’t Have to be Perfect
5. 15.5Is Management For You?
6. 15.6Our Journey

Annotated Bibliography

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