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/3/,.Personal network management

A focus on four dimensions can help managers improve their connections.The first is the extent to which managers seek out people within or outside of theirfunctional areas.Second is the degree to which hierarchy, tenure, and location matter of the manager'ssocial relationships.Third is the length of time managers have known their connections.Fourth is the extent to which manager's personal networks are the result of interactionsthat are built in their schedules (such as planned meetings) rather than ad hoc encountersin the hallways.Because informal networks are not, by their very nature, part of the official hierarchy, theyare often starved of resources - and the right kind of management attention. It is only afterexecutives openly and systematically start working with informal networks that the groupswill become more effective. Moreover, we have found that people with strong personalnetworks - such as the key role-players - are more satisfied in their jobs and stay longer at.their companies than employees with weak networks.Thus, working with the role-players to improve their effectiveness will not only boostproductivity but will also help executives retain the people who really make theirorganisations tick.

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,.,../1,The employee's skill/will matrix and the leadership styleHigh willGuide the enthusiastic beginner(low skill, high will)

Invest time early on coach and train, answerquestions and explainCreate a risk-free environment to allow early"mistakes" / learningRelax control as progress is shownStructure, control and supervise

Direct the disillusioned learner(skill and will are low)

First build the will by: clear briefings, identifymotivations, develop a visionSecond build the skill by: structure the tasksfor "quick wins", coach and trainThen sustain the will by: "state of the art"feedback, praise and nurtureDirect and support

Low will

Delegate to the peak performer(skill high and will high)

Provide freedom to do the jobSet objectives, not methodsPraise, don't ignore itEncourage coachee to take responsibilityInvolve in decision-making for "ownership" ofthe decisionUse "tell me what you think" approachTake appropriate risksGive more stretching tasksDon't over-manage, don't micro-manage

Excite the reluctant contributor(high skill, low will)

Identify reasons for low will as the style ofmanagement, the tasks,MotivateMonitor and feedbackPraise, listen and facilitate

The employee's support/challenge matrix and his motivationSupport high

Annoyed, demotivated

Why are you here?

Low

Motivated, stretched

Anxious, frustrated, helpless

challenge high

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,r/,.Early alert development checklisthow not to choose someone

1. Insensitivity to others: abrasive, intimidating or bullying style, uncaring2. Cold, aloof and arrogant: makes others feel inferior, stupid, diminished, bad, always has

to win, doesn't listen, isolates self from others3. Overly ambitious: focuses excessively on self and career progress and promotions,

bruises people on the way up, primarily manages up to please top management4. Lack of composure: gets emotional and volatile under stress, does not handle pressure

well, unpredictable5. Fails to staff effectively: consistently picks the wrong people, uses inappropriate

standards, cloning, not good at building teams, doesn't resolve conflict among staff6. Over managing: is a poor delegator, over controls and meddles, doesn't get the most

out of people, doesn't develop subordinates well7. Unable to think strategically: can't deal wit business or organisational complexity of jobs

requiring complex strategy formulation, gets mired in details and tactics, can't adapt tonew situations easily, can't make the transition from a technical to a general manager8. Betrayal of trust: fails to follow through on promises, leaves people dangling due to

unmet promises, says one thing and means another, makes a splash and moves onwithout really completing the job

9. Low detail orientation : lets things fall through the cracks, lacks attention to essentialdetails, leaves a trail of little problems, overcommits and under delivers

10.0verdependence on an advocate/mentor: has stayed with the sameboss/mentor/champion too long, isn't seen as independent and able to stand on own

11.0verdependence on a single skill: over-relies on one core talent / technology /functional perspective

12. Unable to adapt to bosses/strategies/management/culture : has trouble working withand adapting to bosses and others with different philosophies and strategies, disagreeswith higher management on culture/ strategies/issues

13. Performance problems with the business14. Key skill deficiencies: lacks one or more key executive-level, job-required skills to

perform consistently

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