According to John Kotter, Professor of Leadership at the Harvard Business School, “Being a manager is increasingly becoming a leadership task.”
What Are The 7 Pillars of Management
Quite simply, The 7 Pillars of Management are the seven most important skills that your managers and emerging talent need to develop in order to be as effective and successful as possible in their current roles.
So here Are The 7 Pillars in order, starting day 1.
Pillar number one: managing expectations
Pillar number two: managing operations
Pillar number three: managing yourself (managing time, priorities and projects)
Pillar number four: managing your emotional intelligence
Pillar number five: managing your team
Pillar number six: managing delegation
Pillar number seven: managing your career and life balance
Over two days, we take your managers on a journey of self-discovery, and at each step of the way, managers, supervisors, team leaders,and employeesthat you would regard as “emerging talent”develop the critical skills they need to lift the lid on their management and leadership capabilities.
In Pillar, we answer the big questions around the expectations organisations have around management and leadership.
What exactly is expected of a manager in today’s workplace? Regardless of where your managers are in your organisation’s hierarchy, it’s essential they know there are three “management perspectives” in a manager’s role:
1. the strategic perspective, 2. the tactical perspective, and 3. the operational perspective
All too often, a manager comes into work and gets caught up in email, interruptions, meetings, phone calls, complaints, interpersonal conflict between team members… and all those other things going on. It’s what I refer to as the daily “stuff.”
In other words, many managers are simply getting by day-to-day and not focusing their team on where they’re heading by the end of this week – and towards the conclusion of this month.
Too many middle managers are focus only on what’s happening day-to-day,being too operational, rather than focusing their people on linking what’s happening today and this week with where they’re heading this month.
In many organisations that I visit, I see a lot of departments being “busy” but not achieving a lot. And so much of this has to do with their managers, team leaders, or supervisors not focusing their team on the bigger picture.
At some point, we want your managers to tell their people, that it isn’t about how much they do… It’s what they do. Speed without direction leads to chaos!
Finally, in pillar #1, participants get the opportunity of examining what their respective organisations actually expects of its managers. We want your managers to compare their own management and leadership skills against what your organisation actually expects of them. They complete a gap analysis, and work out what skills they need to start developing to become even more effective in their roles.
So, how does that all that sound as the first of the 7Pillars?
Let me say, there are no passive participants attending The 7 Pillars of Management . People don’t come along to fill a couple of days, but come along to dramatically improve the way they manage their results and lead their teams.
Okay, let’s talk about pillar number two.
Pillar 2 is called Managing Results
In this pillar,we reinforce the fact that a manager, team leader, or supervisor is ultimately on the payrollto achieve their annual objectives,; whether these are in the form of kpis, targets or projects.
Let’s face it, it’s easy to come to work every day and get caught up in what can only be referred to as “stuff”. Meetings, phone calls, emails, interruptions, customer interactions, staffing issues- all of these things can keep a manager busy – but the question is, busy doing what?
In pillar #2, we help participants make the link between their annual objectives (strategic) and what they should be doing each month (tactical) and every day (operational).
In other words, we help attendees make the connection between what their annual objectives, projects and goals are and what gets done each day.
So to do this, we introduce participants to the personal balance scorecard, or, as I like to put it, the one-page business plan. Managers learn that there are four key areas they are responsible for managing strategically:
- financial expectations (to either achieve a budget, or work within a set of financial constraints)
- customer’s expectations and deliverables – these could be external, internal customers – or both
- innovation (how to improve the way things are currently done, in order for the team to achieve their objectives)and finally…
- Managing developing and growing each team member and the team as a whole.
As you know, these are the four cornerstones of manager’s balance scorecard, and if every one of your managers can focus more of their time, energy, and attention on these four areas, they WILL have the best possible chance of helping their team to achieve their annual objectives!
The reason why this pillar is such an important part of The Seven 7Pillars of Management program, is that we explain the connection between their strategic, tactical, and operational responsibilities.
I love the quote by Henry David Thoreau, “It is not enough to be busy. So are the ants. The question is: What are we busy about?
It’s essential that every manager within your organisation has a clear understanding of what they have to achieve this year, this month, this week, and by the end of today. They’re certainly going to learn that in Pillar #2.
Pillar 3 is called Managing Yourself
It’s been said that unless you can manage yourself, it’s impossible to manage anything or anyone else. Today, more than ever before, the ability for a manager to manage their or her time and priorities is essential for their workplace success.
Unfortunately, even with all the extra gadgets and gizmos we all have access to, many managers still complain about not having enough time. And, the reality is,the majority of managers across Australia today and every day are time poor.
We all have so many things to do.email(to read, respond to, and process), meetings, customer interactions, project work, team discussions, coaching, counselling, and the list goes on and on. Unless a manager has the discipline to plan their or her day effectively,(to prioritise their work, to set time aside every day to work on specific projects and activities, to delegate effectively, to learn how to say no, and manage their time), they’ll struggle to get things done.
Another aspect of “managing yourself” is for every one of your managers to be an example for their team to look up to and emulate. After all, it’s very hard to respect a manager who is disorganised, has their mind and focus all over the place, and is unable to set a good example of time management.
During this pillar, participantslearn why managing their time is one of the most important aspects of being a good manager and leader.
They’ll learn that good time management starts with planning their month, their week, and their year. It also means creating a plan for the week and the day ahead before they start their day.
In this pillar, we cover how to prioritise work, keep on top of everything that’s coming across your day AND inbox, and how to learn the importance of blocking off small blocks of time in your calendar each day, in order to work on important projects or major activities.
In today’s high pressured and under-resourced workplaces, managing yourself also means learning how to say no. Or, if you can’t say no, then “not right now”.
Finally in Pillar #3, we explore how many of the worlds’ most successful leaders, such as Sir Richard Branson, use their circadian rhythms to get more productivity out of each and every day.
So, how’s the program sounding so far? The good news is we haven’t even got ten started yet!
Pillar 4 is called Managing Your Eemotional Intelligence.
You and I both know that success at work and in life comes from our ability to both understand and manage our emotions. Yet for many years,organisations placed great emphasis on a person’s IQ as being a predictor for how well they would do at work.
Well, what we know today, is that a person’s IQ is almost entirely inherited. There’s nothing you can do (relatively speaking) to change your IQ.And while it’s true a high IQ might get you good grades at school, and get you good academic recognition, it’s your EQ that will determine how well you use your talents and, skills, develop interpersonal relationships, gain the cooperation of others, and get things done.
Just like a game of Poker, it’s usually not the person with the best hand who wins; It’s the individual who best plays the game! And isn’t that so true of life!
It’s important for managers to learn not just what emotional intelligence is, but how to develop their EQ. As we’ll show participants during The 7 Pillars of Management training, EQ has four core elements, and you’ll need to develop each one if you want to become emotionally intelligent.
- Social awareness
- and Relationship management
Element #1 is Self-awareness. S/E is understanding yourself. It’s knowing your strengths, weaknesses, your values, and what drives your behaviour.
Self-management is your ability to manage yourself and how you act and react to situations. For example, you might admit that you have poor time management skills. Well, it’s good that you’ve acknowledged that. To admit you have poor time management skills is to be self-aware. NOW..… to be able to do something about it, is element number two – self-management.
You see, the ability for a manager, team leader, or supervisor to manage themselves is such a critical aspect of being an effective manager and leader in every workplace including yours. Knowing something is one thing. Being able to do something about it is a completely different ball game.
Organisations that have managers who are more self-aware and actively able to do something about their performance and their behaviour will end up achieving more compared to organisations employing managers who have no self-awareness or self-management whatsoever.
The third element of emotional intelligenceissocialawareness.
Social awareness is being aware of the needs, drivers, behaviours,and actionsof others. Social awareness is also understanding cultural and behavioural awareness. In today’s culturally diverse workplaces, having an appreciation and understanding of different cultures, customs, personalities, and behaviours of people is an essential skill for any manager to possess.
The fourth and final element of emotionally intelligence is called relationshipmanagement. Once again, it’s all very well knowing what motivates a team of people, or HOW to bring the best out in others, yet it’s another thing altogether to be able to manage all of yourinterpersonal relationships.
For example, let’s say you work with the manager who is very task oriented and is usually straight to the point. He doesn’t muck around, says what’s on his mind, and has no time for indecision. To be able to manage a working relationship and get on well with that sort of manager, or a customer who is NOT like you…. and to bring the best out of that working relationshipis an indication of your relationship management ability.
So many of the participants attending the Seven Pillars of Management tell us that this pillar four, managing emotional intelligence was worth the entire two-day program. After all, for any manager, team leader, or supervisor,to be able to better understand and work with and bring the best out of their team members, managers, and customers is such an important aspect of achieving success at work. I’m imagining your organisation, too!
Let me ask you, how would your organisation benefit from having more emotionally intelligent managers and leaders?
Pillar 5 is called Managing Your Team
In the words of Ken Blanchard, author of the famous Little Management, The One-Minute Manager, “None of us is as smart as all of us.”
In pillar number five, we have managers explore their management and leadership style as their style relates to the way they are currently managing and leading their team.
It’s fair to say that most managers who attend the Seven Pillars ,are at some level ‘consciously’ aware of their leadership style – when it comes to managing their team.
So in this pillar, participants discuss – when a manager needs to be amore hands-on manager, and when they should manage their people- more hands-off.
We also get to discuss how a manager can provide a motivating and inspiring environment for their team to thrive and how to lead their people to apoint where the manager can become more hands off.,
After all, when a team, (let’s say in your organisation) is able to set the direction themselves, this leaves a manager able to focus more of their time on the tactical (or monthly) tasks and targets needed to achieve their goals.
By being able to invest more time developing and building their team (using the ideas from pillar number five), your managers can learn how to have the time to coach, train, and develop each person within their team.
One of the reasons why this is such an important pillar for managers, is that every manager’s success is almost entirely linked to the achievements of their team. After all, how can you tell if someone is a good manager? One way is to see how well their team are performing and how they are achieving their goals – with minimal day-to-day direction from the team leader, supervisor, or manager!
Pillar number 6 is called Managing Delegation.
Sadly, even though delegation is such an important skill for managers to have in today’s time-starved workplace, it is often the most ignored in formal management training. Not delegating not only puts managers under enormous pressure;, Italso causes the most stress for new or inexperienced managers.
Unfortunately, for many managers, trying to work harder is counter-productive and trying to “get it done” at any cost,by yourself means not realising the true cost of NOT delegating.
Delegating certain tasks to other team members is one of the most important of all management skills. You see, without the ability to delegate effectively, it’s almost impossible for any manager to advance to higher positions of responsibility within their current organisation.
So learning HOW and WHAT to delegate effectively is the key to leveraging yourself and multiplying your value to your organisation. Delegation allows you to move FROM what you can do personally to what you can manage .
Pillar 7 is called Managing Career and Life Balance
Achieving the elusive “work and life balance” can often feel like an impossible goal, especially for managers who strive to give 100% each day.
For most managers, including those who are aspiring to be managers, juggling the demands of a busy career and a fulfilling personal life is an ongoing challenge, especially at a time when many organisations are undergoing ongoing restructures, upsizing, and rightsizing.
Now, add into that mix the fact that for many managers, the boundaries between work and home are blurring, due to ready access to laptops, smart phones, and tablets. Having the skills and smarts to achieve a happy and successful career/life balance is one of the keys for career longevity and success.
So in this final pillar, participants are encouraged to consider how they are currentlymanaging their career and identify the steps they need to take to be the sort of manager any organisation would fight to keep.
My belief, which I’m sure is the same as yours, is that managers who are happy and productive at work, tend to be happy and fulfilled in their personal lives also. This leads to higher performance at work, more productive team members, less time off and absenteeism, and a manager who is ready to take the next step up – if the opportunity presents itself.
So, we’ve just gone through The 7 of Management; the seven core skills today’s managers and emerging talent need to focus on and succeed in, in order to be the most effective people within their organisation.
What makes this training program so valuable, is that we can deliver these
in a power packed two-day training experience.
It’s not too short, nor is it too long. Two days is the perfect amount of time to be away, in order to learn these critical management and leadership capabilities.
In addition, as you may already be aware, after your people successfully complete the two-day training program, they also receive three months of ongoing coaching and development.
Our ongoing coaching, delivered weekly by email, and accessible from a special Internet portal, ensures that the skills and knowledge your people have learnt during The Seven7 Pillars of Management training program are being used and incorporated into their day-to-day management and leadership activities
So, what do you think? Is The Seven Pillars of Management something that would benefit you for your people? Can you see how this program is going to lift the lid on your people’s capabilities and knowledge?
- Managing expectations
- Managing for results
- Managing yourself
- Managing your emotional intelligence
- Managing your team
- Managing delegation
- Managing career life balance
- Two days can help change the way your people manage and lead.
If I or one of our learning and development consultants can help you bring The 7 Pillars of Management to your organisation, please call us today on: 1300 – 881 – 891.
It would be a pleasure to talk to you and develop the skills, knowledge, and talent of your managers and your emerging talent.
Thank you for joining me on this audio introduction to The 7 Pillars . I look forward to speaking to you soon.