WHAT DO GREAT MANAGERS

DO DIFFERENTLY?

HARSHITHA MANKAL
BBA BA-II
121419410058
Tasks of a normal manager:

1. Select a person based on experience, intelligence and

education.

2. Set expectations by defining the right steps.

3. Motivate the person by helping him identify and overcome his

weaknesses.

4. Develop the person by helping him learn and get promoted.

2
Why common wisdom is wrong
A little story:

3
What does this tell us?!
• People don‘t change that much.

• Don‘t waste time trying to put in what was left out.

• Try to draw out what was left in.

• That is hard enough!

4
Results of a survey

Based on interviews with over

80.000 successful managers by
Gallup Organization
 Great managers break every
rule characterized as conventional
wisdom when dealing with the
selection, motivation and
development of staff
5
 Let‘s have a look to the back &
front:
1. When selecting someone…
they select for talent
2. When setting expectations…
they define the right outcomes
3. When motivating someone…
they focus on strengths
4. When developing someone…
they help him find the right fit

6
1. Select people based on talent

… Not
because of
experience,
education or
intelligence
Talent is a recurring pattern of thought, feeling
or behavior that can be productively applied.
7
2. When setting expectations for
employees, establish the right
outcomes!

• Micromanaging is a mistake!
• Great managers assist each
individual to establish goals that
are congruent with the needs of the
organization
• They let each employee find the right path
to reach the outcomes 8
3. When motivating an individual, focus on
strength!

• Everybody has unique

strength
• If you help people becoming
more of who they already are it
will lead to success
• Find out what motivates each staff member and try
to provide more of it in his work environment.
• Manage around the weakness
9
4. Find the right job fit for each
person
• Help each person find
roles where his unique
combination of strengths
match the distingt
demands of the role
• Guide the employee toward roles where he has
the greatest chance of success

10
Implications for HR
• Remember:

• People don‘t change that much!

• Try to draw out what was left in!

11
1. Selecting for talent

• Realistic testing

• Behavioral interviewing

• Look for patterns of talent in application

• Not being selective during the interviews

12
2. Defining the right outcomes

• Coach the managers in more partizipative styles of working

• Establish organization-wide goals

• Think of reward system

• Motivating the team and maintaining good rapport

13
3. Focusing on strength
• Promote a work environment in which people feel motivated to

contribute

• Make certain that individual strenghts are nurtured

• Design reward, recognition, compensation & performance

development systems

14
4. Finding the right fit
• Familiarize yourself with every position in the organization & with

the talents and capabilities of each person

• Keep excellent documentation

• Development promotion & hiring process which supports placing

people in positions that FIT.

15
 Conclusion

• Implications of this findings are enormous!!

 Assess each individual’s talents and skills. Then provide training, coaching

and development opportunities that will help the person increase these
skills. Compensate for or manage around weaknesses.

• Is this realistic and possible?

• Does this meet your personal opinion?

16
Thanks for your attention!

17