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5. Boss you Direct Skip ? : social animals, pecking order (, ): chain of command, minimizing transaction costs () :

6. Types of Power Role Power: what the organization grants you due to your position. Expertise Power: others listen to you because you are knowledgeable in an area of value. Relationship Power: what others will do for you because they know, trust and respect you.

7. ? Expertise Power . Relationship Power . Role Power .

8. Flat, Project-Based Organizations ... (vs. functional or matrix) : RM/PPM Partnerships & Practices & Sturmtruppen

9. You want loyalty, hire a cocker spaniel. Michael Lewis, Liars Poker

10. : You Are Not A Trainer (. ). , . P2P rules! , : (, ) (, DiSC Spiral Dynamics) (, Tribal Leadership)

11. The only wisdom we can hope to acquire Is the wisdom of humility: humility is endless. T.S. Eliot, East Coker

12. Manager Tools http://www.manager-tools.com/ Mark Horstman Michael Auzenne

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14. Horstmans Laws 1. Its All About People 2. More Communication Is Better 3. Youre Not That Smart; Theyre Not That Dumb 4. Control Is An Illusion 5. There Are No Secrets 6. How You Feel Is Your Fault 7. The Other Way Often Works Just Fine 8. Embrace Reality 9. Avoiding Failure Is Not Seeking Success 10. Master The Rules. THEN Break Them. In. That. Order.

15. Management Trinity Feedback One-on-Ones Delegation Coaching

16. Feedback: MT Guidelines Traditional way: Focused on the past Mistakes get punished Successes get praised Often delayed (e.g. until annual review) MT model: Focused on the future and on behavior Effective behaviors get repeated Ineffective behaviors get changed Immediate as mush as possible

17. Feedback: Steps 1. May I give you some feedback? 2. When you do X 3. Heres what happens: A, B, C 4. Please keep it up! or How can you change it?

18. Feedback: (+) , . () . () vs. ?

19. One-on-Ones: MT Guidelines (A.K.A. O3) Relationship building through regular communication. Regularly scheduled, not ad-hoc. MT recommends weekly. Never (or rarely) cancelled. Remote is OK. Primary focus Is Not On You! and is not really on your joint projects.

20. One-on-Ones: Agenda 10-20min About Them Whatever they want May be work or personal 10-15min About You Whatever you want Usually work 0-10min About the Future Coaching, career planning

21. One-on-Ones: (+) , . () .

22. Delegation: MT Guidelines Dont delegate your primary responsibility Avoid delegating those you simply dont like Avoid delegating your strategic priorities Avoid letting down your boss Better to over-delegate than to under-delegate Delegate what directs are good at or need or want Avoid reverse delegation.

23. Delegation: Steps 1. State your need for help Id like your help on something. 2. Tell them why youre asking them Youre closest to the customer & I trust you. 3. Ask specifically for acceptance Would you please take over the weekly meeting? 4. NOW describe the task in detail Heres whats involved 5. State deadline and quality standards The meeting happens every Friday and heres the agenda 6. Specify status reporting standards I want to be cced on all minutes and be updated in our O3. 7. Ask them for their resource needs What do you need from me?

24. Delegation: (+) , . (+) () .

25. Coaching: MT Guidelines Primary staff development tool Coaching top performers brings best ROI It is possible to coach during O3s only You are not a trainer you dont specify the exact steps for them to perform

26. Coaching: Steps 1. Collaborate to set a goal Measurable, trackable, time-limited 2. Collaborate to brainstorm resources Brainstorm: focus on quantity, not quality 3. Collaborate to create a plan Pick resources, define steps, set deadlines 4. The direct acts and reports on the plan Meet the goal celebrate Out of resources brainstorm more Late adjust the plan (lateness may or may not be a failure)

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28. ? ! : http://www.manager-tools.com/