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HomemibusinessHow You Rate As Manager

How You Rate As Manager

There is a simple visual device that can be used to determine where managers sit in terms of their ‘style’ in leading people and achieving results.

A ‘concern for people’ involves respect and a desire to help people achieve success. A ‘concern for results’ relates to achieving performance targets and nothing less. This device shows that managers and indeed staff can be ‘found’ in various areas within the illustration.

Here is the device:

This is a very dangerous position for management, because it is people that can create or stifle performance.

For example, a 9/1 manager is someone who seems very concerned about results but has a low regard for people. This is a very dangerous position for management, because it is people that can create or stifle performance. A 9/1 position is extreme, but anyone who professes to aim high with results whilst treating people as second-class citizens, is asking for trouble… And can often be seen as a ‘pusher’.

Conversely, a 1/9 manager seems very much concerned about the welfare of people, with a very low regard for the results they must achieve. This is also a dangerous position to take because without a concern for results, you cannot help customers to experience the best service outcomes possible. This attitude could spell disaster for staff, whose jobs are dependent on consistent, high level business performance. This style of manager is known as a ‘pleaser’.

It is hard to imagine that any manager would be found at the position of 1/1… But if they were, their position title would perhaps be ‘pain’. Managers that take the middle ground and position themselves at 5/5 are tentative to say the least, and they will rarely if ever do well on either scale. They purport to be interested in results and people but are actually more concerned about themselves, and so this group is known as the ‘posers’.

Finally, there is the rare breed of 9/9 managers. Although in reality they might never reach the point of 9 on either scale, they do have a genuine, growing, high concern for both people and the results that must be achieved as a team. These managers and staff are known as ‘professionals’ and they understand people, whether they are customers, staff or colleagues.

They have that human quality we call ’empathy’. The word ‘pathy’ relates to ‘feelings’ and the Greek prefix ’em’ means ‘with’, and so empathy means ‘feeling with’.

On the other hand, ‘pleasers’ have only developed ‘sympathy’, which means that they feel ‘for’ others but do not understand them and therefore cannot help them. If there are any 1/1 managers they would display ‘apathy’, meaning they feel nothing, while ‘pushers’ experience ‘antipathy’… which sadly reflects that they take some pleasure out of seeing people fail or suffer.

Achieving high performance at the expense of people only adds up to short term ‘success’. Unfortunately, many managers are not taught how to understand and develop customers and staff, and so in my view ‘pushers’ tend to prevail in business, until replaced by more pushers. To focus on results and not people is a serious contradiction, for high performance comes only from high-level teams.

I have developed a simple tool to measure where people are ‘positioned’, along with ideas to help them, and this can be accessed by emailing me at the address below.

John Lees is a speaker, trainer, consultant and the author of 11 books on sales, marketing, service and leadership. E: [email protected]

email :www.johnlees.com.au