Andy Graves believes that traditional management theory is useless. He argues that managers need to focus on understanding their employees as individuals and finding common interests that allow people to work together effectively, rather than abstract goals and objectives. Graves trains managers by emphasizing empowering employees, sharing responsibility, and collaborating as a team in the specific context of their work. While some employees resist his approach, most rise to leadership roles and initiatives they did not previously imagine. Graves concludes that real employees want specific advice on success, not abstract management theory, and that managers must live the "can do" spirit to truly understand it.
Andy Graves believes that traditional management theory is useless. He argues that managers need to focus on understanding their employees as individuals and finding common interests that allow people to work together effectively, rather than abstract goals and objectives. Graves trains managers by emphasizing empowering employees, sharing responsibility, and collaborating as a team in the specific context of their work. While some employees resist his approach, most rise to leadership roles and initiatives they did not previously imagine. Graves concludes that real employees want specific advice on success, not abstract management theory, and that managers must live the "can do" spirit to truly understand it.
Andy Graves believes that traditional management theory is useless. He argues that managers need to focus on understanding their employees as individuals and finding common interests that allow people to work together effectively, rather than abstract goals and objectives. Graves trains managers by emphasizing empowering employees, sharing responsibility, and collaborating as a team in the specific context of their work. While some employees resist his approach, most rise to leadership roles and initiatives they did not previously imagine. Graves concludes that real employees want specific advice on success, not abstract management theory, and that managers must live the "can do" spirit to truly understand it.
Andy Graves believes that traditional management theory is useless. He argues that managers need to focus on understanding their employees as individuals and finding common interests that allow people to work together effectively, rather than abstract goals and objectives. Graves trains managers by emphasizing empowering employees, sharing responsibility, and collaborating as a team in the specific context of their work. While some employees resist his approach, most rise to leadership roles and initiatives they did not previously imagine. Graves concludes that real employees want specific advice on success, not abstract management theory, and that managers must live the "can do" spirit to truly understand it.
You know about Intels Andy Grove but do you know Andy Graves? Probably not. This Andy is a retired USAF master sergeant, a natural leader, and a born (intuitive) manager who currently works for the U.S. Department of State. Andy Graves has worked in three embassies and a consulate in Eastern Europe and Russia, and is still at work out there, taking raw talent and turning it into professional precision, just as he did on A-10 Warthog flight lines. This is a record of a recent conversation. Woody: What do you mean? You cant say categorically that management theory is useless. For the last 100 years.
Andy Graves Andy: No, thats exactly what I mean! For the last 100 years, weve been capturing people and putting them in work groups they didnt choose. As often as not with people they dont like and wouldnt choose to be with. What managers and wanna-be managers need to know is how to mix with those people and help them find the common points of interest that will let them work together effectively. And hanging onto their salaries is a good place to start getting their attention. Woody: I thought goals, objectives, and targets and team building did that kind of thing. Andy: I love that story about Frederick Taylor designing a new coal scoop 100 years ago you know, when scientific management was born? As far as working people think, managements been redesigning the coal scoop ever since, trying to find new ways to make them work harder, faster, cheaper. Most people believe in program goals like they believe in bull feathers. Woody: So how would you train managers? Andy: That woman you quoted in your book said it but no guy ever would that you have to love your people enough to listen to them. People who cant do that cant be managers just people pushers. When managers dont listen, they send a clear signal that they dont care about their people. Even so, they think their people are dumb enough to do extra work for them, to make them look good in front of their bosses. Man, I dont think so! Woody: People pushers? I like that term. Never heard it before. Andy: Thats the alternative to having your people working with you. If a manager cant get in with his or her staff and lead them to see the points of common interest among them, then the only choice is to threaten, push, and behave in ways that are basically abusive and push people further away. Those are the nasty guys everyone knows and hates. Woody: Yeah, Ive known a lot of those guys, and some women, too. But back to the question what do you recommend for manager training? Or, better, the great theorist Douglas McGregor the Theories X and Y guy said that every managerial act begins with a theory. Whats your theory of management, the ideas that guide you? Andy: Empowerment! Responsibility! Collaboration! These words dont have meaning outside the context of a specific group doing specific tasks in a specific place and time. Otherwise, those words are just more bull feathers. I guess I push too hard sometimes, but I want people to make decisions, to act as if the work was their own, to make sure it gets done to support the mission. But for that to work, everyone has to be held accountable and be responsible for doing professional work that meets the expectations of others whose work must be integrated into a service or product. Woody: Does everyone get it? Do they appreciate your approach? Andy: I wish it, but no. There are always some hardheads whove got their egos and heads up their as. But the majority get used to me and find that they are doing more work independently, slipping into leadership roles, and taking initiatives they never imagined before. You have to remember that most of the people I work with are locally-employed staff, and in this part of the world (Eastern Europe), their culture tells them not to stand out, not to be noticed, not to outperform their colleagues. But this tends to chill down when the rewards and recognition starts coming not only from me, but from the Ambassador, the Deputy Chief of Mission, and from Washington and regional bureaus. As for the hardheads, they are a benchmark for how far weve come. Woody: So there really is a theory behind management success? Andy: If its a personal theory. But real people at work dont want theory. They want to know in specific terms how to be successful. They want to perform well, they want to please their managers, and they want to be appreciated when they make extra effort. Anything else is just pure bull feathers. Ive been sent to a lot of so-called management training, and its at least 50 percent bull feathers and has no connection to working with untrained staff on tight deadlines and inadequate budgets Thats where the can do spirit kicks in, and I think you have to live it, at least once, to know it.. Woody: I wish I knew how to bottle what you know. We could change the world.