Society of Information Managers

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Society of Information Managers
Assessing, developing, engaging your people to
their highest level of sustainable performance
Presented by Arne Kainu Vice President, SBI and
Company akainu_at_SBIandCompany.com 360.607.9737
www.SBIandCompany.com
November 16, 2002 Dinner Meeting, SIM Portland
Oregon Chapter
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Assessing, Developing and Engaging

• your people
• the Team
• to their highest level of sustainable performance

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Overview

• Highlighting two excellent resources on people
• Developing The Leaders Around You
• John C. Maxwell
• First Break All The Rules
• Marcus Buckingham Curt Coffman

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Your people are the Team

• The guy who puts the ball through the hoop has
  ten hands.
• John Wooden, USC Basketball Coach
• Ten National championships in span of twelve years

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The Most Important Task For Leaders Is

• Acquiring and keeping good people
• Programs and systems become dated,
• Machines wear out
• People can grow, develop and become more
  effective
• Establishing a team (that includes other leaders)

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Those Closest to a Leader Will

• Determine the success level of that leader
• Strategy Expert
• ERP Specialist
• Supply Chain Expert
• CRM Specialist
• User Experience Expert
• Solution Architect
• EAI Expert
• Infrastructure Expert
• Program Management Expert
• Sales Professionals

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Organization Growth Potential is Directly Related
to

• Personnel Potential
• Growth in this context is NOT headcount, it IS
  results, effectiveness
• Increase Revenue / Employee
• Reduce Cost as a Percent of Revenue
• Reduce Year over Year Cost
• Shorter Release Cycles
• Becoming more efficient
• The leader must recognize potential and draw it
  out
• The leader must train, coach and encourage their
  people in order to change their people
• or literally change (replace) their people

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Everything Rises and Falls on Leadership

• Enron is a current example of how leadership
  failed, and brought down the organization
• The sports world is is filled with examples of
  how leadership made the difference between good
  and great

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Potential Leaders Help Carry the Load

• Some leaders believe they must compete with
  people close to them
• No executive ever suffered because his people
  were strong and effective Peter Drucker
• They provide a sounding board
• Followers tell you what you want to hear
• Leaders tell you what you need to hear
• There is no success without a successor.
• Who are you developing to take you place? -
  Peter Drucker

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Mentoring Relationships

• Now that you have the right people, (HOW do you)
  mentor them
• How
• Advise, do not manage,
• What
• A mentor is a trusted contact, that can be
  objective with you
• When
• 24x7x365, whenever they need a sounding board
• At least once a quarter
• Where
• Phone, Breakfast, Lunch, Dinner, e-mail, golf,
  basketball, coffee
• Who
• You might not be their mentor, but you can insist
  that they have one

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Their highest level of sustainable performance
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First, Break All The Rules

• What The Worlds Greatest Managers Do Differently
• Product of two huge Gallup research studies
• First What do the most talented productive
  employees need from their workplace?
• Over 1M employees, companies, industries and
  countries
• Talented employees need great managers
• Second How do the worlds greatest managers find
  focus and keep talented employees?
• Based on in-depth interviews by the Gallup
  organization of over 80,000 managers in over 400
  companies
• Managers came from leadership positions,
  mid-level managers, front line employees, key
  players in small entrepreneurial companies

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We Know What is Important

• But find it difficult to measure
• Simple, accurate measuring stick to compare
  strength of one workplace to another
• Which elements will attract only talented
  employees and keep them, which are attractive to
  all employees
• Gallup interviewed 1M employees
• Found the questions that measured the core of a
  strong workplace.
• Didnt care about unanimous yes or no
• Found the questions that the best employees
  responded to positively, all others were
• Tested questions over 2,500 business units, 24
  different companies
• Answers linked employee opinion to strong
  business performance

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12 Questions Measuring the Strength of a Workplace

• Do I know what is expected of me at work?
• Do I have the materials equipment I need to do
  my work right?
• At work, do I have the opportunity to do what I
  do best everyday?
• In the last 7 days, have I received recognition
  or praise for good work?
• Does my supervisor, or someone at work seem to
  care about me as a person?
• Is there someone at work who encourages my
  development?
• At work, do my opinions seem to count?
• Does the mission, or purpose, of my company make
  me feel like my work is important?
• Are my co-workers committed to doing quality
  work?
• Do I have best friend at work?
• In the last 6 months, have I talked with someone
  about my progress?
• This past year, have I had opportunities at work
  to learn and grow?

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100 Best Companies to Work For (NOT)

• Those criteria are important but
• Employee relationship with Manager is the most
  important
• Employees work for managers, not for companies
• It is better to work for a great manager in an
  old fashioned company
• Than to work for a terrible manager in a 100
  Best company
• Managers are more important to employees than are
  Companies, or their Leaders

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What Do Great Managers Do Differently?

• Just starting What do I get from this role?
  (Base Camp)
• Do I know what is expected?
• Do I have the required materials equipment?
• Can I excel? - What do I give? (Camp 1)
• At work, do I have the opportunity to do what I
  do best everyday?
• In the last 7 days, have I received recognition
  or praise for good work?
• Does my supervisor, or someone at work seem to
  care about me as a person?
• Is there someone at work who encourages my
  development?
• Do I belong here? (Camp 2)
• At work, do my opinions seem to count?
• Does the mission, or purpose, of my company make
  me feel like my work is important?
• Are my co-workers committed to doing quality
  work?
• Do I have best friend at work?
• Fully engaged - Wanting to make things better
  innovation (Camp 3)
• In the last 6 months, have I talked with someone
  about my progress?
• This past year, have I had opportunities at work
  to learn and grow?

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Four Things A Manager Must Do Well

• Select a person
• Set expectations
• Motivate the person
• Develop the person

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When Selecting a Person Remember

• People Dont Change That Much
• Dont waste time trying to put in what was left
  out
• Focus on drawing out what is already there

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People are Motivated Differently

• Time off
• New Opportunity
• Increased Responsibility
• Less Responsibility
• Flexible hours
• Recognition

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Set Expectations Consistent with

• Talent, Skills and Knowledge
• Skills can can be taught
• Knowledge can be taught
• Talent is either there, or it is not

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Develop a Person

• Varies widely by role
• Technical Skills training
• Business Knowledge education
• Assignments that push the envelop of a persons
  talent

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In Closing

• Read these books, or get the tapes
• Developing The Leaders Around You
• John C. Maxwell
• First Break All The Rules
• Marcus Buckingham Curt Coffman