High-Impact Middle Management

Lisa Haneberg

Description

High-Impact Middle Management is designed to address the unique needs of public sector managers. Middle managers in the public sector have more direct impact on results than any other layer of an organization. This book shows you how to become a high-impact middle manager—one who can transform high pressure into high impact business results.

This is a sister book to The High-Impact Middle Manager.

Sujets

• Efficacité professionnelle
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 20 juin 2023
• Nombre de lectures: 1
• EAN13: 9781607285915
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

High-Impact Management

Solutions for Today’s Busy Public-Sector Managers

Lisa Haneberg

Alexandria, Virginia

© 2010 the American Society for Training & Development All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com, or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: [phone], fax: [phone]). For more information about licensing ASTD content, contact [e-mail]. ASTD Pressis an internationally renowned source of insightful and practical information on workplace learning and performance topics, including training basics, evaluation and return-on-investment, instructional systems development, e-learning, leadership, and career development. Visit our website at www.astd.org. Ordering information for print edition:Books published by ASTD Press can be purchased by visiting ASTD’s website at store.astd.org or by calling 800.628.2783 or 703.683.8100. Library of Congress Control Number: 2009940086 (print edition only) Print edition ISBN: 978-1-56286-699-0 PDF e-book edition ISBN: 978-1-60728-590-8 2010-1 ASTD Press Editorial Staff: Director of Content: Dean Smith Manager, ASTD Press: Jacqueline Edlund-Braun Senior Associate Editor: Tora Estep Senior Associate Editor: Justin Brusino Editorial Assistant: Victoria DeVaux Copyeditor: Alfred Imhoff Indexer: April Michelle Davis Proofreader: Kris Patenaude Interior Design and Production: Kathleen Schaner Cover Design: Steve Fife Cover Art: Digital Vision

To all the government superheroes out there, leading from the middle, and making an impact while swallowing afire hose dose of to-do list items.

This page intentionally left blank

Contents                                                           

Introduction: Middle Management—Magic or Mayhem?..................... 1 1 The High-Impact Middle Management System .............................. 5 2 How to Think Like a High-Impact Manager................................. 17 3 Power Partnerships ......................................................................... 31 4 The Reality Check: Measuring Current Performance ................... 43 5 Using the High-Impact Management Playbook  to Facilitate Peak Performance ....................................................... 63 6 Mucky-Muck Obstructions: Navigating the Obstacle Course ....... 75 7 Organizational Alignment: Ensuring That the Department  Delivers Results............................................................................... 93 8 High-Impact Leaders Are Unstoppable! Wiping Out Limitations  to Results ...................................................................................... 105 9 Using High-Impact Management to Make the Most of  Your Busy Day.............................................................................. 129 10 Coaching: Helping Others Achieve Breakthroughs ..................... 147 11 Coachability: How to Reach Goals Faster and Better.................. 159 12 The High-Impact Management System: Putting It  Together for Maximum Managerial Flow.................................... 167 Appendix: Additional Resources and Recommended Reading.......... 173 Tell Me What You Think .................................................................... 178 About the Author ................................................................................ 179 Index ................................................................................................... 181

This page intentionally left blank

Introduction                                                           

Middle Management— Magic or Mayhem?

n any organization, there are two kinds of managers. There are those I who get the work done but never think beyond what needs to be com- pleted in the short term. They rush from one task to another, never quite recognizing which is most important to their agency’s larger objectives. Though they may work hard and have good intentions, they fail to see the big picture and, thus, add little value to their organization or the func- tions they manage. Then there are high-impact managers. These manag- ers see the big picture. They know how to manage operational practices and execute tactical goals to support strategic initiatives. They add value to their organization and thus elevate their position from that of an inter- mediary to key player.  There is an almost magical synergy in a work environment when high-impact managers operate at peak efficiency. Their questions are timely and on target; their ideas are provocative in ways that help move the work forward. They know how to think and act strategically. Transi- tions from one task to the next seem choreographed. As they walk through the office, their demeanor is calm but they have a sense of urgency. Busy, focused, and driven, these managers produce results and imbue the work- place with energy. Those who watch these managers may feel motivated or intimidated—but they are not unaffected.

1

Introduction

 Although their days are full, they have more time at their disposal than other managers who produce less. That’s because these effective middle managers use tiny pockets of time to accomplish big things. They plan well and anticipate challenges coming their way. When they do make a mistake, they quickly solve the problem and learn from the experience. These managers are effective because they understand what they need to do, methodically do those things, and adjust quickly and proactively when barriers pop up or conditions change.  Unfortunately, many managers have never experienced this kind of productivity. They spend their days trying to catch up, never mind moving ahead. Barriers and challenges bring their productivity to a grinding halt. They focus on the urgent rather than the important. Dis- connected by a lack of communication with their peers and managers, their work is no longer aligned to achieve results, and team members lose sight of how their work influences the organization or why it even matters. Results suffer because the manager and his or her team are not set up to deliver them.  Nothing is more heartbreaking than seeing smart, hardworking, and well-meaning managers fail. But in today’s ever-changing and competi- tive work environment, it happens all too often. Success is most difficult for middle managers because their role is more complicated and chal- lenging than the roles of either frontline supervisors or senior leaders. Even so, middle managers can experience peak performance with the right guidance, development, and support. To do so, they need to learn the craft of middle management and overcome several challenges that can wreck their capacity to perform.  A great middle manager—referred to in this book as ahigh-impact manager—is an individual who makes substantial qualitative and quanti- tative contributions to his or her organization and moves work forward with velocity—speed and direction. The high-impact manager can strad- dle several planning periods to address the needs of today, this week, this month, this year, and the next few years. He or she understands the dif- ficult and complex nature of his or her role and feels energized by being the conduit between agency thought, action, and results. High-impact managers “get it.” They know that their job is the most exciting one for those who relish being in the thick of it.

2

Middle Management—Magic or Mayhem?

 This book offers a vision of high-impact management for public employees and a system for achieving this superior level of perfor- mance. This High-Impact Management System has been created to provide busy middle managers with an integrated set of practices and techniques that will enable them to maximize their results and success. It is a distinct system because it addresses systemwide execution and success from the perspective of middle management, recognizes that middle management is the engine for results, and offers regimens and practices to ensure performance.

Who Is a Middle Manager?

Depending on the size of the organization, middle managers may hold the title of director, department head, administrator, or manager. Middle management positions are responsible leadership posts typically two to seven layers below the top level of senior leadership. In city or county governments, for example, middle management typically starts with de- partment heads and includes several layers of the organization chart to senior supervisors. They may have other supervisors or managers report- ing to them and are responsible for managing at least one function or program. Middle managers are high enough on the organization chart that they are expected to understand and take part in creating project and program plans, budgets, and other planning documents.

The Motivation for This Book

Middle managers have a more direct impact on results than any other layer of an organization; it is vital, therefore, that they receive the re- sources and development they need. Sadly, there are few books or train- ing programs targeted to meet the unique needs of middle managers. This is unacceptable and a serious concern, because organizations suf- fer when middle managers do not know what to do. As the glue that connects strategies and goals to work productivity, middle managers can either enable or impede accomplishments.  This book is one of the few that explains and illustrates successful high-impact management practices and tools. Its goal is to share this

3