10 Things Managers Need To Know | Karlyn Borysenko | Skillshare
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12 Lessons (31m)
    • 1. Course overview. Watch this first!

      2:02
    • 2. A manager's responsibility

      3:55
    • 3. #1: You're not an elevated individual contributor

      1:57
    • 4. #2: Adaptation is your magic bullet

      3:14
    • 5. #3: People LIKE structure and guidance

      3:46
    • 6. #4: But not too much structure and guidance

      2:46
    • 7. #5: Let your people lead in their area.

      1:36
    • 8. #6: Listen actively, and default to trust

      3:40
    • 9. #7: Ask "what do you mean by that?"

      1:51
    • 10. #8: Focus on behavior

      2:12
    • 11. #9: Be unapologetically optimistic

      2:37
    • 12. #10: Your job is to make your people successful

      1:45

About This Class

If you manage people in any capacity, this course is for you. You'll learn the top 10 things that every manager needs to know on a psychological level to motivate your team to perform at their highest level. These tips are based on real world techniques that I've used in organizations. When taken together and implemented consistently over time, you'll see productivity increases of 20-30%. 

Transcripts

1. Course overview. Watch this first!: Hi, everyone. Welcome to 10 things Managers need to know My name is Carl on birth. Senko, I'm an organizational psychologist and I'm going to be your host for the next 30 minutes or so where I'm gonna take you through the top 10 things that I think every manager should implement to get the most out of their team. Now, everything we talk about here today is based on programs that I have actually implemented in organizations. This is just about tweaking the way you work with your people. And when you do it consistently, over time, you're going to get some amazing results. I've seen productivity increases as much as 20 or 30% just body changing the way you work with and interact with your people. Absolutely insane. But the key word here is consistency. You have to do this stuff regularly on an ongoing basis, even when you feel it's not working at first, the worst thing that you can do is take all the tips you're gonna learn here today, do them one time and then say doesn't work and give up on it. Of course, it's not gonna work if you give up on it. Human beings don't change their behavior that quickly. So commit to it. Keep it consistent. Do it over and over again. Now, I'm gonna recommend that you really make timeto watch all of the videos in this course in one sitting. It's only 1/2 an hour. You can grab a cup of coffee or tea or water. Whatever you happen to be drinking. Sit back, relax. Watch all the videos all at once because all the tips really are meant to work together. Okay, that's all I have. And I hope you enjoy the rest of the course. 2. A manager's responsibility: Hi, everyone, and welcome to my training 10 things managers need to know My name is Carl on birth. Senko. I'm an organizational psychologist and I'm the owner and principal of Zen workplace. I work with individuals and organizations all around the world to help people be happier and more productive at work and to create amazing work. Experience is now most of the training that I do when I work with organizations is actually manager training because managers air so important when it comes to dictating the culture of the office. Everything you're gonna hear in this training is based on my aces framework. I also call this my mindful management framework. But just because it spells out aces, it's a little bit easier to remember. And this is something I developed over years and years and years of working with different types of organizations and teams, and it covers all of the components that I think people need in order to be successful managers. When these methods are fully embraced, I've seen it lead to massive team productivity increases of like 20 to 30%. Just by tweaking the way you manage your people. It's absolutely amazing, but We're getting a bit ahead of ourselves here. As I mentioned, I do Ah, lot of manager training and I want to take a few minutes to discuss why this type of training is important. It's not just about those bottom line results, though. When you do all of this well, those will go up. Managers are the lynchpin that drive the culture of any organization because it's our boss . That sets the tone for our experience at work. Think about any time you've had a bad working experience over the course of your career. Your boss probably had something to do with it. The rest of the organization could be amazing. But if your manager isn't that great, that person is going to dictate your experience. There's a reason people say that you don't quit your job. You quit. Your boss Managers are the number one influencer of whether or not we have a good experience at work. But I want to make this even more personal. When you are a manager, you are in charge of people's lives. Think about what happens when you have a bad day at work. You take that home with you, you're stressed out for the rest of the night. You pick a fight with your spouse. You aren't that fun to be around for your kids. Ah, bad manager literally impacts the people closest to you. So being a good manager not only means you're going to get the most out of your team, you have that responsibility on a very human level, to the people reporting to you to make sure you aren't responsible for screwing up their personal lives. Look, I've had my share of bad bosses. I'm sure many of you have a swell. I had this one in particular over 10 years ago that I still think about from time to time today. And that's how much she needlessly for no good reason, messed me up for 10 years. It's insane. I had other horrible bosses where right after I got married, I would be coming home and picking a fight with my husband. We had just gotten married. You're not supposed to do that when you're a newlywed, but I had no other way to relieve that stress. You don't want to be that person. You don't want to be the person that people think about years or decades after the fact as that horrible boss they once had. So everything we're going to talk about today, it really is about treating people with respect and consideration on a very human level. We're going to spend the rest of our time together going through the top 10 things. I think every manager needs to know about what their team needs from them on a deep psychological level. 3. #1: You're not an elevated individual contributor: number one, you likely made it into a manager position because you proved you could be successful at the job you were doing, but not because you proved your ability to manage people doing the job you're doing. Those are two really different things, right? Remember the Peter principle? It's this idea that you're going to get promoted to your own level of incompetence now. That might seem funny, but there's a lot of truth to it just because you were successful. Doing your old job doesn't mean you're going to be successful managing people doing your old job. People don't just wake up one day and automatically know how to do these things. It's an acquired skill that you must develop in your own right, just like any other skill. When you take on the responsibility of having people report to you, it fundamentally changes everything. I had a client say to me the other day, Well, I've got to play the game that brought me here and I said, No, no, no, because maybe you were playing basketball before But you're playing football now. It's a completely different game. If you play the previous game instead of abiding by the rules of the new one. You're not going to be very successful. And let's be honest, it can be really hard to embrace that different role because a lot of times you really like doing the functions of that individual contributor role and being a manager require you to take a step back and start delegating the work down to your team. It's also really weird to step into the role of being the boss, right, especially when you weren't hired from the outside when you got promoted from within and you were previously appear on this team. But know this. Your team needs you to embrace your role as their leader. That's what's going to make them feel comfortable. That's what's gonna make them do their best work. And that's your responsibility. As the person in the power position 4. #2: Adaptation is your magic bullet: number two adaptation is your magic bullet. If you want the people on your team to be more productive, more motivated, more creative, more innovative, then you've got to adapt your working style to what theirs is. And what do I mean by that? Well, everyone has a different working style, and that means we all have different needs. Sometimes you get lucky, and you have employees who have a very similar working style to you and new gel immediately without much fuss. Sometimes the opposite is true, and you end up with employees with completely different working styles and needs, and that takes a bit more work. Here are a few examples of conflicts that can arise. You might have a fast paced style and are comfortable making decisions quickly and just really going with it. But your employees may be slower to adapt. To change and question the consequences of your quick decision making right. You've got to adapt to what they need. You've got to find ways to bring them along with your quicker pace. Another example. Your head might explode when one of your people send you a giant spreadsheet filled with rows and rows of numbers, but they thrive on presenting information that way and can't stand it. When you just want those high level bullet points, how can you find a compromise? Or maybe this You just want to focus on business and process and Yuki understand why your team members seem to waste time chit chatting all day. Some people need those breaks. Other people don't. How can you find the compromise? How can you go to them? Because in all of these cases, neither person is right or wrong. Neither approach is good or bad. Each has its strengths and weaknesses, and there's a ton of room in the middle. As a manager, it's your job to take the first step. Just try it out. Try adapting to the personal preferences and styles of your employees. And here's the thing that's most critical to understand about this. This is not about making your employees happy. It's about setting them up to perform. When you adapt your approached, what suits your employees needs. They are going to respond better to you and perform at a higher level. That means they're going to be more successful when they're successful. You're successful. It's really that simple. Now some of you might think, Look, I'm the boss. They should be doing things the way I want it done. And look, I would always argue that this is a two way street. Both of you should be adapting to each other. But you're the manager. It's your responsibility to take the first step. Why? Well, because as we established in point number one, you're in the power position. Someone always has to take the first step. And it's your responsibility, as the person in charge of the team, as the leader of the team, to be the one to do it. If you're stubborn and dig your heels in and make your employees come to you, what message does that send them about how much you care about their success? Think about that. 5. #3: People LIKE structure and guidance: Now, for those of you who didn't like tip number two all that much, I think you're actually gonna like Tip number three a lot. People like structure and guidance. They like it. Look, Zappos made headlines a couple years ago when they restructured their entire organization into a whole ocracy and that effectively eliminated manager positions. A couple years ago, I wrote a piece saying this was gonna be a big problem for them. And guess what? Today they're seeing massive turnover. And here's why. Managers are not the fundamental problem that exists in traditional organizational structures. Bad managers are the fundamental problem. People need structure and guidance from a deep psychological level. They appreciate it unconsciously. It helps them feel taking care of, and great managers will provide that structure and guidance. And it all starts with goals. Goals are incredibly important. They show people progress in a way that can drive intrinsic motivation to a larger team result and provide clarity on what passed should be prioritised over others. If people have complete freedom to do whatever they want, that can actually be really overwhelming. It's the paradox of choice in action. People are more likely to make decisions and make progress when they have a limited number of choices, then when they have too many to choose from. This idea applies to shopping right, but it also implies to those intangible tasks at work. Now, where a lot of organizations screw up is, they think the annual performance review are the goals or the quarterly performance review are the goals. Those don't work. They don't work there too long. There, too, drawn out there to big picture. People can't associate what they're doing day to day with these big annual goals, right? This is why no one likes the performance review. It's just a big waste of everyone's time. And while I don't really have a big problem of doing kind of an annual check in to see where we are, just remember that that is not the thing that's going to drive engagement. Instead, what you need to do is break down those goals into smaller chunks that allow your people to see immediate progress. Think of it like weight loss. As soon as you start seeing a little progress, you get more excited. You get more motivated and you stick with your routine. Here's your guide goal should be small, observable, controllable, meaningful and doable. Okay, They should be things that your employees should be empowered to keep track of and report back to you on a regular basis. They should be something. They have direct control over goals air the worst when it requires you going to one or two were even more people in the office and relying on them to do things for you. This is why we all hate group projects in school, right? Because one person always ends up taking the lead and doing all the work, and the others just go along for the ride. It's not fair. And if people don't view something is fair, they're not going to be is engaged with it. So think about how you can take those annual goals, those big annual goals or there's big quarter legals. Break them down even further if you break them down into the small weekly sprints. Guys, you're gonna make so much more progress so quickly because people are gonna build momentum . They're going to see it. They're going to get excited. You're gonna end up doing a lot more over the course of a year than if you just relied on those annual goals. So in that way you're providing exactly the structure your people need to perform. 6. #4: But not too much structure and guidance: but keep this in mind to as much as people like structure and guidance. If you cross the line of too much structure and guidance, your people are absolutely going to sink. You cannot be a micro manager. Well, you need to do is build your team up to take individual ownership over their day to day in a way that meets big picture goals. If you jump in and micromanage their processes, you're just inhibiting empowerment to occur. This is true. Even if your staff is coming to you with specific questions for feedback in direction, one possible. Use it as an opportunity. Ask what do you think we should dio wait for them to give you an answer and then guide them to specifics by asking questions and letting them come to conclusions on their own? Then say, Look, that sounds great and let them go off to implement. This is the difference between telling and teaching telling get you instant gratification and maybe a short term result. But teaching sets you up for long term success, and for some, you look this idea is going to be really scary because it means you have to give up control . We teach people how to behave. And if you don't give them some room to grow, your team is never going to develop the professional skills you need them to develop in order to be able to delegate work down to them. So, in other words, you need them to do this as much as they need it to be engaged with their work. And yes, when you give up control, sometimes your people are going to fail. But look, the Onley riel failure is ones that we don't learn from. Start with things that are really low risk those things that if they fail, they don't really matter. Let them get their sea legs under them, let them figure it out and then work them up to more responsibility. But the worst thing you can dio is to keep a really type grip on what they're doing. Behaviors showing them every single day that they don't need to show up toe work. Mentally, they just need to do what they're told. Those types of people are never going to grow. Gary Hamel is a management professor that writes about a lot of this stuff, and he has this take on Maslow's hierarchy of needs as applied to the organization. And his point is that if we only have obedience, diligence and competence, we lose. That's not taking advantage of your full human capital. It's your job as a manager to push them past that and get them to initiative, imagination and passion. This is the only way you're going to allow them to grow, which brings us right into our next tip. 7. #5: Let your people lead in their area.: number five. Let your people lead in their area, even if you don't agree with where they're going. Maybe you do the exercise in the previous example, and your staff goes in a completely different direction than would ever have occurred to you. If that happens, try to resist the urge to push them back in your direction. Really guys as them Some clarifying questions. Make sure they've thought it through and then let them go often. Try the idea on their own. If it doesn't work out, use that as a teaching moment and then send them off to try it again. It's important to remember that very few of us work in jobs that are truly life and death, and so failure is a critical part of getting better because those are the moments that teach us more than any other. So if your people have ideas, let them experiment. Let them try it out. Maybe you've tried that idea in a previous job and wasn't successful, but you have to let others learn those lessons for themselves. And who knows? Look, there's always more than one way to skin a cat, and the idea that you thought could never be successful. It might end up surprising you if it doesn't just let them iterated and try it again. It's really not a big deal. We have got to teach our people how to fail gracefully, te let it go and then to move on and try again. It's something they don't learn in school. Should it be the organization's responsibility to teach it to them? Probably not, but that's where we are. 8. #6: Listen actively, and default to trust: number six. Listen actively and default to trust. Please. You have got to have one on one communication with each of your team members regularly. Ah, 30 to 60 minute meeting every single week is my preference, and those meetings have got to be locked out on your calendar. These are not the things you cancel unless you have got a legitimate emergency. Why? Because each of those meetings is how you're going to develop trust and a positive working relationship with every single person that reports to you. And that's the fundamental framework that sets you up for success. When you maintain those meetings and keep them as an open form for communication, your employees are going to bring you the good as well as the bad. The good stuff is easy to deal with. Just acknowledge that it's great, give them tons of positive feedback and move on. And the bad stuff can be a bit trickier. No one likes to hear bad news about their plans, but when you communicate openly, you're going to invite it. It's a good thing it's an opportunity. You want your people to tell you when things were going on. You want them tell you if something is possible or if they think you're overreaching or if you need to dedicate more. Resource is you want them to tell you if they have too much on their plate and they need help. Prioritizing every single one of these things happens in organizations every day, and the sooner gets reported and dealt with, the sooner you can get on to success. The problem is that a lot of managers don't listen. Their employees hide it from them, and then it just holds everyone back from achieving as much as they could and listen. I get that we're surrounded by negative information every single day, and it can be really easy to assume the worst. Some managers take a very knee jerk reaction to pushing back whenever they hear bad news. They think their employees air exaggerating or just trying to get work off their plates or just needlessly complaining. Fundamentally, most people come toe work, wanting to just do a good job and be successful. Most people are not trying to get one over on you. They're looking for your help. They're looking for your support. If employees feel that their boss is approaching them and is constantly distrustful of everything they say even when they're making a good faith effort to communicate clearly, that's one of the most de motivating things in the world. To really feel like any time you go to your boss with a problem, they're not gonna trust what you say. Why would you ever want to give that person? You're all you can't be that manager, how you make your team members feel during every single interaction you have with them matters. So if one of them comes to in a one on one telling you they feel overwhelmed and they need some task, move off their plate and you were just respond by saying, Well, you just need to figure it out. How is that going to make them feel they're probably just gonna continue to be frustrated and overwhelmed and not any more productive than when they walked into your office for that meeting. On the other hand, if you help them think it through, you help them prioritize you maybe move some stuff around. That's gonna have a completely different effect. Not only are they going to be more productive and focused, they're also gonna feel so much better about reporting to you in general, remember, it's those day today experiences that your team has with you that makes all the difference . 9. #7: Ask "what do you mean by that?" : number seven ask What do you mean by that? Ah lot. And this goes hand in hand with number six. But when you're having discussions with your team, really make sure you understand their perspective, and that could come down to making sure you're using the same words and the same definitions. So many disagreements come up simply because people aren't using the same words. It's amazing. They assume other people will interpret things the same way they meant it, even though you're both taking it in in a different way and coming away with two different very impressions about what you just talked about. So make this a habit. It's the easiest thing to do in the world. You will be shocked at how many times people will say the exact same word and mean two completely different things and also asking them what they mean. It gives them a chance to clarify. It gives them a chance to really think about it. Sometimes people just use keywords that they've heard other people use, but they don't really understand what they mean. So you're giving them an opportunity to say it out loud and really hear what they're saying . and sometimes people instantly go. Oh, that's not quite what I meant. Another way to do this is just to repeat back to them. This is an active listening approach. You should all be doing this in your one on one to So what I heard you say is and then just repeat what you think. You heard them say to give them a chance to clarify. When you do this, your team member's gonna leave feeling really taking care of their gonna feel like you really heard them. Like you listened like you understood, even if you don't agree with them, even if you don't use their ideas, feeling heard is incredibly important. 10. #8: Focus on behavior: number eight Focus on behavior. So I'm gonna go ahead and gas that you were probably not a mind reader. Therefore, you've got to refrain from making assumptions about what's going on in your employees head at any given moment. Like here's an actual conversation I once had with one of those horrible bosses that I had . I was in her office for a one on one and she said to me, You're obviously angry and I responded, No, I'm not. I'm frustrated with a few things when I'm not angry, and that was honest to God. The truth. I was not angry, but I was really frustrated with a couple things and she would comes back. Me says no, you're obviously angry. And then I said, I'm really not. And then she said, I disagree. And of course, at this point she's got our arms crossed and she's giving me this look of death, and I said to her, Look, I wasn't angry before, but now you're actually starting to piss me off. Obviously, we had a very dysfunctional relationship, but look, when you focus on your assumptions about what's going on in people's heads, sometimes you'll be right and sometimes you'll be wrong. But given that all of us have a ton of things going on in our heads at any given moment that are co workers are not aware of, it's simply not an effective way to phrase things. When you get it wrong, you lose credibility and trust. And frankly, even if you get it right, it's so easy for someone to say you're wrong and then get pissed off of the fact that you even insinuated it in the first place, right? Ultimately, your goal is a manager is to make sure people are behaving in ways that are going to make them more effective and more successful. And feedback is one way to do that. It's a way to influence that behavior, but you've got to make sure you're giving feedback well. You have to give feedback on the things you can actually witness and the implications of those actions. Where they, late to a meeting, yelled at a coworker, didn't meet a deadline. All of those air, perfectly valid things to critique them on. What you don't need to do is go digging in their head in order to make your point, just point out what they're actually doing and asked them to make adjustments 11. #9: Be unapologetically optimistic: number nine be unapologetically optimistic. Look, when people say the word feedback most of the time there's like an instant negative reaction, and they brace for something negative. And if you've Onley ever given your employees negative feedback, that is a huge problem because most of the time they're doing things right. Most of the time they're doing things well. And yet the feedback that they're getting from you is negative. Negative, negative, negative, negative because you're just nit picking and pointing out those things that they aren't doing well. You have got to find a better balance, and by balance, I don't actually mean one piece of positive for everyone. Piece of negative. Okay, and I definitely don't mean let's see in which a piece of negative in between two pieces of positive, because you've instantly negated the positive for the negative because we put so much more weight on that negative one that we don't even hear the positive things you've said around it. Here's the reality guys. Here's what the data tells us. 94% of people are motivated by positive feedback on Lee. 6% of people are motivated by negative feedback. That means that every single time you're giving negative feedback, you're literally exacerbating the problem. Instead, focus on positive feedback. The magic ratio is five pieces of positive feedback toe everyone piece of negative feedback that was going to instill positivity in your team. And when you and still positivity people are gonna feel more respected as individuals recognized, appreciated, they're going to feel like their well being is taking care of. They're going to stay in their jobs twice is long. They're gonna have 31% higher productivity, 10 times less sick days. They're more than twice as engaged with the organization, 34% more likely to say it's a great place toe work, 35% more likely to say that their culture is fun and enjoyable and 37% more likely to say their company cares about them. In fact, every single business outcome that can be tested for goes up when the brain is in a state of positivity, so be unapologetically optimistic, give out positive recognition, give out high fives like they're going out of style, say thank you, show gratitude. Tell people they're doing great work. Don't wait for the big milestones. You can do this every single day, 12. #10: Your job is to make your people successful: and that brings us right to number 10. Your job is to make people successful. That is your job. That is the number one goal of any manager. The minute you stop taking that as your first priority is the minute you start wandering into bad manager territory, when your people are successful, you are successful. It's really that simple, and everything we've talked about today is going to help you get there. But there's also a lot of new wants to this because you all have different types of teams. You all have different types of people working for you. You all do different types of things. But what I would recommend is sit down and really think about. What do you need to do to set every single person reporting to you up for success, brainstorm some ideas and then bring your people into this discussion? Make them a part of the process. This should not be something top down. Remember, we've talked a lot today about empowerment. It is all about empowerment. It's all about two way communication. It's all about them feeling like they're in control. If you can really engage them with the discussion and work with them as a team member. That's what's going to set them up for success. Okay, so those are my top 10 things that I think every manager needs to know. Look, if you want to dig more deeply into this, I have a great manager training program. It's called Manager Mastery. You can learn more about it on Sydenham workplace dot com, and it's something that you can take online with me or I can actually bring to your organization, so just reach out if you want more information about that.