Marcus Buckingham is a well known name in management theory. Read this book a few years (possibly decades back), but re-read since it was recommended by a mentor I met for lunch.
Good to read the book now that I manage team of 30+ people v reading it when I was in business school aspiring to be (more of a) leader.
Full title of the book is: First, Break All the Rules: What The World's Greatest Managers Do Differently. In essence, what great managers do differently is that they accept people for their strengths and weaknesses.
The do not try to change people drastically but figure out how to play to strengths to find projects/roles that fit strengths.
(Great managers sound like they are great at relationships too...)
Great managers do not believe everyone on their team are equals. They advocate spending time with the best people since they have the most potential. They do not try to 'fix' people.
They give their best people the best teams/projects to work on (instead of giving them challenging teams/projects, which would only lead to frustration). So counter-intuitive thinking.
Great managers have awareness that one's filter is not the same as everyone else's. Don't treat people as I would like to be treated since each person is unique and not like me. (I know, cray-cray)
To be a great manager:
1. Select for talent; not intelligence or experience
2. Define the right outcomes & objectives, the what not the how
3. Motivate someone by focusing on strengths, not weaknesses
4. Develop someone by finding the right fit, not the next rung in the ladder
Three kinds of talents (use this to score candidates while interviewing?):
1. Striving - why a person gets out of bed
2. Thinking - how a person thinks, does things
3. Relating - whom person builds relationships with, confronts/ignores
Interviewing tips:
- interview for talent
- listen for consistent messaging/responses
- listen to initial responses, what is top of mind
- ask for examples, determine talents - past behavior is predictive of future behavior
- take notes & refer back to see what statements do or do not correlate to strong performers (like everyone thing else: document, measure & refine)
Track my own success, goals and growth and encourage my team to do the same thing. Similar to above: document, measure & refine.
As I type up my notes from re-reading this book, have already made a few notes in regards managing my team.
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