“Simply Managing” by Henry Mintzberg (Berrett-Koehler Publishers, $18.95).
Mintzberg, acknowledged as “one of the most original minds in management by Fast Company, focuses on what managers do — and can do better. Think of the manager as the conduit between his/her unit and the rest of the organization and its stakeholders. As such, Mintzberg sees “managing as taking place on three planes: through information, with people, and for action.”
Visualize these planes as the three legs of a stool supporting the managerial agenda (i.e. the interrelated tasks of framing, scheduling, communicating and controlling). Framing defines purpose, which establishes context for action. Scheduling determines priorities, and how the manager allocates time and influence to them and the team.
Communicating uses information that meshes framing and scheduling into clear team messages of what, why and when. The manager, as spokesperson for the unit, also represents the team to the non-team world. This involves lobbying for its causes and required resources, showcasing its expertise and keeping stakeholders informed.
Mintzberg points out that communicating goes well beyond what’s said. The manager’s attitude, style and ability to listen affect how messages are heard (i.e. interpreted and acted upon).
Controlling measures progress through questions and two-way feedback. Key components of controlling involve decision making in process and project design, delegating, allocating resources and management by objective (MBO). Mintzberg urges caution in relying on MBO as the way to accomplish individual and team goals because it can divorce the manager from the responsibility for action in the trenches.
His caution comes to life in the people plane where “I” must give way to “we”. Empowerment (“what managers do to people”) gives way to engagement (“what managers do with people”). When engaged, people empower themselves. Their work becomes an avenue for self-growth; they always anticipate what’s next. The manager furthers engagement by building collaborative teams where people learn and appreciate the perspectives of others — including those outside the unit.
On Mintzberg’s action plane, “doing” means creating vision, knowing what’s going on, firefighting, conflict resolution, tweaking plans and building coalitions with/mobilizing the support of other stakeholders. Effective managers maintain a dynamic, shifting balance in these action roles as circumstances dictate.
The well-rounded manager coordinates efforts to produce performance.
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“Powerful Phrases for Dealing with Difficult People” by Renée Everson (AMACOM, $10.95).
For many workers, “it’s not the work that’s so hard — it’s the people.” Everson profiles 30 problem personalities and situations and uses a common denominator, five-step approach to dealing with them:
1. “Think first.” This takes the emotional element out of your response, and focuses you on the problem, not the person. It also allows you to think about your role in creating the issue.
2. “Gain a better understanding.” Stay objective by opening yourself to other perspectives. Don’t draw conclusions until you speak with the other person; you don’t know what you don’t know. Listen closely to their response. “Think first” before responding.
3. “Define the problem.” Use “This is how I see…. What’s your take on it?” approach. This acknowledges respect for the opinions of others. It also shifts focuses from the people to the problem. Recap and discuss the various perspectives to gain agreement.
4. Based on the defined problem, “Offer your best solution.” Again, “Think first.” There are multiple perspectives and facts involved. Allow people to weigh in. Discuss the consequences of alternatives.
5. “Agree on the resolution.” Without buy-in you won’t have a workable solution. If there’s resistance, ask for the “why” and discuss it. Where there’s agreement, there’s commitment to working together.
Everson’s five-step approach to dealing with a variety of contentious people and situations shows how to create positives out of negatives.
Jim Pawlak is a nationally syndicated book reviewer.
