Leading People. Peter Mills

issues

      

Be free to use their discretion and judgment to make decisions within their authority, using their own personal style in a way that builds trusting, productive working relationships, not only with their direct reports, but across the business

       Key Concepts

      The key concepts of this principle are:

      

The role of the manager is to achieve the business goals set for them, and at the same time, provide an environment that allows their team to be effective and satisfied with their work while developing their full potential.

      

Specifically a manager is accountable for:

       Their own personal effectiveness

       The output and behavior of their team

       Building and leading an effective team, so that each member is fully committed to, and capable of, moving in the direction set

       Constant improvement of processes and methods

      

Leadership is not a freestanding activity; it is a specific accountability of all people managers; it is part of the role and not separate from the role.

      

In order to do their work and fulfill their accountabilities, managers have three types of authorities:

       Work authorities

       Role authorities (managerial)

       Personally earned authority

      

To get work done, role accountabilities must be matched with role authorities.

      

To be held accountable for the work of their team, managers must have four minimum managerial authorities in relation to their direct reports, including the ability to:

       Veto the appointment of a person to their team, with good reason

       Assign tasks to team members

       Review performance, Recognize and Reward performance differentially

       Initiate removal of poor performers from the role, with good reason and due process

      Without these authorities, a manager will not be seen as the true leader and will have difficulty carrying out their accountability for achieving the output. These authorities are called VAR³I authorities and they must be exercised within the boundaries of the organization’s policies, procedures and values.

      

Managers build and lead an effective team so that each team member is fully committed to and capable of moving in the direction set. They do this by effectively delivering the performance management sequence:

       Selection for the role

       Induction

       Assignment of tasks

       Assessment of tasks

       Reward and recognition

       Development in the role

       Tips for Getting Started

      1. Compare your people manager role, accountabilities and authorities with those outlined in this chapter. How does it compare?

      2. Assess your effectiveness in delivering your role.

       Do you fully accept accountability for your own personal effectiveness?

       Do you fully accept accountability for the output and behavior of the team?

       Do you build and lead an effective team, so that each member is fully committed to and capable of moving in the direction set?

       Do you continuously improve work processes and methods?

      3. Discuss your people manager role, accountabilities and authorities with your manager to confirm the requirements.

      4. Ensure that your organization’s formal policies provide the accountabilities and authorities needed to fulfill your role.

      5. Communicate your role, accountabilities and authorities to your team members so they understand your role requirements.

      6. Update and review your Managerial Leadership Action Planning Log using the content of this chapter.

       Additional information available at:www.theleadershipframework.com.au

      1 Role, accountabilities and authorities of acting managers

      2 Role, accountabilities and authorities of supervisors/ team leaders

      3 Role, accountabilities and authorities of a manager’s manager

      4 Leadership skills and behaviors

       Principle 2

       Understand and Respect the Role of Others

       Organizations have extensive networks of people working together, and unless there is a clear understanding of the accountabilities and authorities of other roles and strong understanding of the legitimate nature of these working relationships, work will be inefficient and conflict can occur. Successful managers understand and respect the role of others.

      MANAGERS DO NOT work alone, they have working relationships with their own direct team and their own manager. They also work across teams,