More important, you won’t win if you don’t think carefully about how you move the pieces. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. The difference? In checkers, all the pieces are uniform and move in the same way they are interchangeable. Average managers play checkers, while great managers play chess. In my research, beginning with a survey of 80,000 managers conducted by the Gallup Organization and continuing during the past two years with in-depth studies of a few top performers, I’ve found that while there are as many styles of management as there are managers, there is one quality that sets truly great managers apart from the rest: They discover what is unique about each person and then capitalize on it. “The best boss I ever had.” That’s a phrase most of us have said or heard at some point, but what does it mean? What sets the great boss apart from the average boss? The literature is rife with provocative writing about the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allows managers to get the best out of their people and win their devotion.
By asking the right questions, squeezing the right triggers, and becoming aware of your employees’ learning styles, you will discover what motivates each person to excel. To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. This personal investment not only motivates individuals but also galvanizes the entire team.įinally, this approach shakes up existing hierarchies, which leads to more creative thinking. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them.Ĭapitalizing on a person’s uniqueness also builds a stronger sense of team. This focus on individuals also makes employees more accountable. Rather than encourage employees to conform to strict job descriptions that may include tasks they don’t enjoy and aren’t good at, a manager who develops positions for his staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise. But in fact, capitalizing on each person’s uniqueness can save time. Such a specialized approach may seem like a lot of work.
#Reason why there is no one best way to manage people how to
She figures out how to capitalize on her staffers’ strengths and tweaks her environment to meet her larger goals. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers.
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