5 years ago

Social Cause Marketing - The Regis Group Inc

Social Cause Marketing - The Regis Group Inc


The Noble and Necessary Job of a Manager Keys to Great Performance Management When it comes to dramatically improving the US economy, the most important person in making it happen is a business manager. Time is one fixed resource that all managers have. Obviously the tighter money becomes, the harder it is for a manager to obtain all of the other resources he or she wants to create value for other people. When it comes to dramatically improving the US economy, the most important person is not the president of the US, a US senator, a congressman or congresswoman, or an economist. Each of those individuals is important, but none of them is the most important in terms of reviving our economy and generating long-term, sustainable success. The most important person in making that happen is a business manager. Business managers come with different titles in different industries and at different pay scales. Their labels include CEO, Vice-President, Director, Chief Global Marketing Officer, Chief Technology Officer, frontline manager, department head, purchasing manager, controller, and on and on. All of these people are managers. And all of them play THE critical role in improving our economy. It doesnít matter whether a person is a manager of one McDonaldís restaurant or all of the McDonaldís restaurants in the US; a front-desk manager of a Courtyard by Marriott or the president of Marriott International; or the manager of a local retail store or the head of Macyís. The job is still the same, and it is both a necessary and noble job to do. It is necessary because without it we canít get our economy going again. It is noble, which means possessing outstanding qualities, because managers are the ones who have to be capable of converting a collection of individual inputs into organizational value for customers that they will pay for. Actually the most important persons are the tens of thousands of business managers across the US. Almost all of these managers will never become known outside of their organizations and their families. The vast, vast majority of them will never become multimillionaires, be seen on CNN, or write a book. However, I guarantee you they are the most important individuals in moving our economy forward in the future. Long ago I decided that my lifeís work is to try to assist managers toward delivering great performances. A great management performance is one that converts available resources into extraordinary value that generates significant and sustainable improvement in results for customers, for the organization, and for the communities in which they operate. A managerís resources include his or her employees, facilities, equipment, time, and money. Time is the one fixed resource that all managers have. Obviously the tighter money be- SEPTEMBER 2009 20 EFFECTIVE EXECUTIVE

comes, the harder it is for a manager to obtain all of the other resources he or she wants to create value for other people. Consequently, the worse the economy gets, the more important the role of the manager becomes. It is this skill of converting resources, even limited resources, into greater value that ultimately moves an economy forward. Keys to Great Management Performance Over the past eleven years, Iíve landed on a variety of critical actions for managers to do to deliver a truly great management performance. What follows is not a complete list, but it is a good place to start. Strengthen Your Foundation First Get yourself right first. Whatever that means for you, I encourage you to do it. The vast majority of management blunders Iíve witnessed can be traced back to the manager being overly tired, stressed out, out of shape, feeling guilty, or on the verge of some other personal breakdown. Examine your own physical, mental, social, emotional, moral, and financial situations. If youíre a spiritual person, then throw that in as well. Is your foundation where you want it to be? If not, what few practical things could you start with to improve your foundation? By making some progress and doing it over and Dan Coughlin is a student and teacher of practical processes to improve business momentum. He has invested more than 3,000 hours on-site observing and advising executives and managers in more than 30 industries. He is a business keynote speaker, management consultant, and author of the new book, The Management 500: A High-Octane Formula for Business (AMACOM 2009). If you want to read Chapter One from this new book, click here: http://www.thecoughlincompany. com/ The_Management_500_ch1.pdf. Dan’s clients include Coca-Cola, Abbott, Toyota, Prudential, Shell, Boeing, Marriott, McDonald’s, and the St. Louis Cardinals. He speaks on leadership, branding, sales, and innovation. He can be visited at: www.thecoughlincompany. com. over again, you will get yourself far closer to where you want your foundation to be. Iíve always been impressed by the ripple effect a manager has on other people when he or she strengthens the foundation of his or her life. Know Why You Do What You Do Remember that passion comes from purpose, not the other way around. Why do you do what you do? What is your purpose beyond the paycheck? Since you are unlikely to be paid a kingís ransom or to become famous as a manager, you need a purpose for your work that can sustain you through good and bad economic times. Once youíre clear about your purpose for doing the work you do, then work with others to clarify the purpose of the organization or work group that you manage. Recently, I interviewed Roy Spence and Haley Rushing, authors of Itís Not What You Sell, Itís What You Stand For, which is the best book Iíve ever read on the importance of establishing an organizational purpose that resonates with both employees and customers. Click here to read my interview with Roy and Haley called ìA Conversation on Purpose: Insights on What Drives Extraordinary Organizational Performanceî: purpose.html Take the Hardest Step in Business The hardest step in business is to step back and think. Really think through the desired outcomes, the various paths to make those outcomes a reality, the planned activities necessary to stick to the path youíve chosen, and so on. It is actually much easier to press forward with action than to step back and think through the ramifications. Here is a real-life story of two senior-level executives in a major corporation that Iíll call Hare and Tortoise. Hare was a driver-driver. If he had an idea, he would push it into action throughout the organization immediately. Tortoiseís approach was to pose The Noble and Necessary Job of a Manager a desired outcome in the form of a question, gather input, consider the alternatives, and then guide the group to deliver on a clear action plan using a collaborative approach. Hare was a rising star. He became famous throughout the organization for getting stuff done. Then one day employees and customers started leaving the organization. Every time Hare had an idea he would send his employees into motion immediately to implement it. It didnít matter that many of the ideas had no connection to earlier ideas. Hare kept pushing new actions through the organization faster and faster and faster. More employees and customers left. Within a few years, the numbers were so dramatically down that Hare was let go. Tortoise took over a few extremely poor-performing business units. Instead of rushing to make decisions, he scheduled time to think. He brought together a group of about 15 people to discuss where the business was at, where they wanted it to go, and how they could get there. Using a collaborative approach, the group steadily made improvements. After five consecutive years of great business performances, Tortoise was promoted to another underperforming business unit. Same pattern: thinking time, group time with a collaborative approach, five years of great results, and another promotion. If you want to be a truly great manager, take the hardest step in business. Step back and think. Manage Talent, Donít Abandon It Business talent is the ability to help create value for customers that they will want to pay for and that will help the organization achieve its desired goals. In the midst of all this letting go of employees that has happened over the past year, be sure youíre not saving short-term results only to ruin the long-term success of your business. Ultimately, you have to have talent in order to create more value for your customers. Youíre not going to make it all by yourself. Be sure to keep as much of the real busi- SEPTEMBER 2009 21 EFFECTIVE EXECUTIVE

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