Transcript Jack Powazek - My Ten Management Principles
MY TEN MANAGEMENT PRINCIPLES
Based on Forty Challenging and Rewarding Years at UCLA
JACK POWAZEK UCLA ADMNISTRATIVE VICE CHANCELLOR 2014 ABOG Conference, Los Angeles, CA
KNOW WHERE YOU ARE GOING
CLARITY OF DEPARTMENT’S DIRECTION
OBJECTIVES TEND TO LOSE THEIR VIBRANCY:
When was the last time you thought about your objectives in context of a project?
When was the last time you discussed your objectives among your work group?
Do you update your objectives throughout the year?
Do you abandon your objectives after the first crisis?
THE STAFFING FUNCTION IS TRULY POWERFUL
“Organizational problems are a geometric expansion of errors made during the selection process.” - Peter Drucker
PRESSURE TO FILL THE POSITION
Immense backlog of work
You may be performing a portion of unfilled position’s duties
Your boss has threatened you with unspeakable horrors if you do not fill the position
WHEN UNDER PRESSURE …
Do not settle for a mediocre employee
If you do, then you will reap the consequences
STAFFING IS MORE THAN HIRING
Do you view employees as:
LEADERSHIP STYLE BASED ON FORCES
CONTINUUM OF LEADERSHIP BEHAVIOR
BOSS CENTERED LEADERSHIP SUBORDINATE CENTERED LEADERSHIP Use of Authority by the Manager Area of Freedom for Subordinates MANAGER MAKES DECISION MANAGER PRESENTS TENTATIVE DECISION SUBORDINATES FUNCTION WITHIN LIMITS SET BY MGR
Reprint by UCLA Institute of Industrial Relations, “How to Choose A Leadership Pattern, “ Tannenbaum & Schmidt
FORCES IN THE MANAGER
Views on employee involvement in decision making
Confidence in subordinates
Comfort level for locations on the leadership continuum
Tolerance for ambiguity
FORCES WITHIN YOUR SUBORDINATES
Knowledge & experience
Readiness to assume decision making
Tolerance for ambiguity & risk
Need/desire for independence
FORCES WITHIN THE SITUATION
Effectiveness of work group
Values & traditions of the unit
Type of problems, projects or issues
Level of urgency-timeframe
LEADERS/MANAGERS DO NOT HAVE TO DEVELOP A GREAT IDEA
But they do have to recognize one, then protect the idea, and nurture the idea.
NEWTON’S FIRST LAW OF MOTION
An object in motion tends to stay in motion.
An object at rest tends to stay at rest.
DEFYING A LAW OF MOTION
Re-booting a department
You are not going to do it yourself
Start with your supervisors
– – –
Identify & prioritize your blockages/challenges Develop new initiatives & strengthen current ones Be mindful of the leadership continuum
To paraphrase John Wooden: I would rather have players who make mistakes of commission versus those of omission.
ERRORS OF COMMISSION AS IT APPLIES TO MANAGEMENT
Manager attempts something brand new; risky; venturing into unknown
Seizing the moment or opportunity
Results less than satisfactory
ERRORS OF OMISSION AS IT APPLIES TO MANAGEMENT
Not attempting new processes/procedures
Shying away from improvement due to unknown consequences
COMMISSION vs. OMISSION
You learn more from errors of commission
You learn less from errors of omission and they tend to be more readily repeated
Managing effectively is not possible, if zero risk is your mantra
THOU SHALL NOT SPEAK EVIL OF YOUR COLLEAGUES
PARTICULARLY, OUTSIDE OF THE FAMILY ORGANIZATION.
A DOWNWARD SPIRAL…
A bickering department loses credibility
A department without credibility is bound for low productivity
A department with low productivity ultimately may lose its management team
PROBLEM DEFINITION IS CRITICAL IN PROBLEM SOLVING.
BE CAREFUL NOT TO FALL INTO THE ABYSS:
“The Solution In Search Of The Problem”
WHY DO WE LOOK BACKWARDS TOWARD THE PROBLEM DEFINITION?
Time pressure – need for a quick response
Person(s) of authority or consequence “suggest or provide” a solution
Incomplete or conflicting information
Managers tend to get rewarded for solving problems, not defining them
POTENTIAL MITIGATION MEASURES
Slow down process – attempt a time extension
Acknowledge proposed solution will be highly considered
Suggest other potential alternatives will be examined
Acquire most essential data
Realize complete data is rarely achieved
Managers do get rewarded for solving problems
Learn to live with it
CHOOSE YOUR BATTLES WISELY
or “Is This The Ditch That I Am Going To Die In?”
THOUGHTS TO PONDER
Not everything is important
Continuously using a winner take all strategy
Ultimately, results in the organization getting even with you
Your backstop or support may not be here tomorrow
WHEN DO YOU CHALLENGE STATUS QUO; COLLEAGUES; SUPERVISORS?
What are the consequences, if you do not challenge?
Is the timing right?
What is the problem?
What is your long-term strategy?
AS A MANAGER, IT IS IMPORTANT TO BE SMART , BUT IT IS MORE CRITICAL TO BE WISE.
WISDOM IS MORE CLEARLY VIEWED THROUGH THE REAR VIEW MIRROR
WISE DECISIONS TYPICALLY INVOLVE:
Incorporating long-term view
Developing a nuanced response
Making difficult decisions
LEADERSHIP AND MANAGEMENT ARE HARD WORK, BUT REWARDING.
YOU ARE TO BE COMMENDED FOR ASSUMING THESE RESPONSIBILITIES.