Join Todd Dewett for an in-depth discussion in this video Introducing managing for results, part of Managing for Results.
- Managing for results is a mind-set, a way of thinking. It's not about using your resources as much as it is maximizing potential. Think of it this way, there's understanding the rules of the game and then there's knowing how to win. To put this in a business context, you can have a good strategy and plans that cascade down to business units and departments, but if you don't have managers who know how to execute, great plans and great resources don't necessarily produce a win.
Don't get me wrong, strategy and planning matter a lot, and not just for the organization, they matter to you. As soon as you're promoted for the first time, you're immediately thrust into the need to plan and allocate resources. Every time, you're promoted your planning skills become even more important because the area you're are responsible for has grown. After two or more promotions, many of you will also be adding your own expertise to the strategy-making process. All of that is vital, but my point stands.
You have to know how to execute. I can guarantee you this, all plans will change because we can never perfectly predict the future. So, getting results is about understanding where operations management intersects with team management and leadership. It's about seeing a bigger picture, so you can see how the parts of the puzzle fit together. You know, there are a lot of managers who are good at what they do. They're fair, they have employees who comply, and they meet their performance targets.
These types managers are good at surviving. But for a subgroup of managers, that's not enough. They don't want to just survive, they want to thrive. The very best managers want the very best results. They want employees who are committed not just compliant. And they want to crush their targets, not just meet them. Now let's be clear, I'm not going to tell you to forget about all the basics you've already learned about goal-setting and how to communicate with the team and other basic aspects of good leadership, that's your foundation.
Managing for results is a new knowledge set that goes on top of that, focused on helping you make the very most out of what you've been given. The sum total of the skills we'll discuss is an effective team that performs to its potential. It's also a new version of you, one that looks much more promotable. I want you to prepare for the rest of this course by taking a few quick notes. Think about every person on your team, all of your processes and each of your key resources.
Where are the weakest links? Write them down. Now switch gears and think about your biggest strengths in those areas and write them down. As we walk through the rest of the material, you'll be asked to use the ideas we cover to improve those weak areas and to leverage your team's strengths. That's what it means to manage for results.
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- Identify multiple strategies for managing with results in mind.
- Explore the strengths and weaknesses of visual management.
- Recognize the key factors in building a transparent meritocracy.
- Identify methods for tuning and optimizing management processes to improve efficiency.
- Review the challenges of rapid decision making.
- List the essential elements of a post-hoc analysis.