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A manager needs to be able to use the right management style at any one time given the fact that people have different personalities, life contexts, and work contexts
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BE A BETTER MANAGER WITH 6
MANAGEMENT STYLES
Selena Sol Start-up Archive presents…..
…because you get the best results when you manage the way your
people need/want to be managed
Every employee has a unique personality
Which means that they are motivated by different things
Some are introverts
Others are extroverts
Some people are born to think through problems
Others use their feelings
Whatever the case, as a manager, you cannot change who your employees are
in their core
Not only that….
But those same people are also going through their own lifecycles
What motivates them now may be different from what motivated them last
year
Whether the person is an introvert or an extravert, they need different things in
life at ages 1, 6, 18, 24, 35, or 50
Finally, the context of work keeps changing
Sometimes the strategy is to slowly support the status quo
Other times it is all about urgent and major change
If you are a manager
Your job is to motivate
So if everyone is different
And everyone is changing over time
And the nature of work is changing too
You cannot manage with one single style
Hay / Ber propose that you should have at least 6 Management Styles in your
toolkit.
1. Directive2. Authoritative3. Affiliative4. Participative5. Pace-Setting6. Coaching
Rosalind Cardinal summed them up nicely as follows….
1. DIRECTIVEGOAL OF MANAGERCompliance• The “do it the way I tell you” manager• Closely controls employees• Motivates by threats and discipline
USE IT• When there is a crisis• When deviations are risky
AVOID IT• Employees are underdeveloped – little learning happens with
this style• Employees are highly skilled – they become frustrated and
resentful at the micromanaging.
2. AUTHORITATIVEGOAL OF MANAGERGive long-term direction & vision• “Firm but fair” manager• Gives clear direction• Motivates by persuasion & feedback on task performance
USE IT• Clear directions and standards needed• The leader is credible
AVOID IT• Employees are underdeveloped – they need guidance on what to
do• The leader is not credible – people won’t follow your vision if
they don’t believe in it
3. AFFILIATIVEGOAL OF MANAGERCreate harmony among employees and between manager and employees:• The “people first, task second” manager• Avoid conflict & emphasizes good relationships • Motivates by keeping people happy
USE IT• Used with other styles• Tasks routine, performance adequate• Counseling, helping• Managing conflict
AVOID IT• Performance is inadequate – affiliation does not emphasize
performance• There are crisis situations needing direction
4. PARTICIPATIVEGOAL OF MANAGERBuild commitment & consensus• The “everyone has input” manager• Encourages employee input in decisions• Motivates by rewarding team effort
USE IT• Employees working together• Staff have experience and credibility• Steady working environment
AVOID IT• Employees must be coordinated• There is a crisis – no time for meetings• There is a lack of competency - close supervision required
5. PACE-SETTINGGOAL OF MANAGERAccomplish tasks to a high standard• The “do it myself” manager• Performs many tasks personally and expects employees to follow
his/her example• Motivates by setting high standards and expects self-direction from
employees
USE IT• People are highly motivated, competent• Little direction/coordination required• When managing experts
AVOID IT• When workload requires assistance from others• When development, coaching & coordination required
6. COACHINGGOAL OF MANAGERLong-term professional development of employees:• The “developmental” manager• Helps and encourages employees to develop their strengths and
improve their performance• Motivates by providing opportunities for professional development
USE IT• Skill needs to be developed• Employees are motivated and wanting development
AVOID IT• The leader lacks expertise• When performance discrepancy is too great – coaching managers
may persist rather than exit a poor performer• In a crisis
DIRECTIVEGOAL OF MANAGERCompliance• The “do it the way I tell you” manager• Closely controls employees• Motivates by threats and discipline
USE IT• When there is a crisis• When deviations are risky
AVOID IT• Employees are underdeveloped – little learning
happens with this style• Employees are highly skilled – they become
frustrated and resentful at the micromanaging.
AUTHORITATIVEGOAL OF MANAGERGive long-term direction & vision• “Firm but fair” manager• Gives clear direction• Motivates by persuasion & feedback on task
performance
USE IT• Clear directions and standards needed• The leader is credible
AVOID IT• Employees are underdeveloped – they need
guidance on what to do• The leader is not credible – people won’t follow
your vision if they don’t believe in it
AFFILIATIVEGOAL OF MANAGERCreate harmony among employees and between manager and employees:• The “people first, task second” manager• Avoid conflict & emphasizes good relationships • Motivates by keeping people happy
USE IT• Used with other styles• Tasks routine, performance adequate• Counseling, helping• Managing conflict
AVOID IT• Performance is inadequate – affiliation does not
emphasize performance• There are crisis situations needing direction
PARTICIPATIVEGOAL OF MANAGERBuild commitment & consensus• The “everyone has input” manager• Encourages employee input in decisions• Motivates by rewarding team effort
USE IT• Employees working together• Staff have experience and credibility• Steady working environment
AVOID IT• Employees must be coordinated• There is a crisis – no time for meetings• There is a lack of competency - close supervision
required
PACE-SETTINGGOAL OF MANAGERAccomplish tasks to a high standard• The “do it myself” manager• Performs many tasks personally and expects
employees to follow his/her example• Motivates by setting high standards and expects
self-direction from employees
USE IT• People are highly motivated, competent• Little direction/coordination required• When managing experts
AVOID IT• When workload requires assistance from others• When development, coaching & coordination
required
COACHINGGOAL OF MANAGERLong-term professional development of employees:• The “developmental” manager• Helps and encourages employees to develop their
strengths and improve their performance• Motivates by providing opportunities for
professional development
USE IT• Skill needs to be developed• Employees are motivated and wanting
development
AVOID IT• The leader lacks expertise• When performance discrepancy is too great –
coaching managers may persist rather than exit a poor performer
• In a crisis
I think I would add a 7th Style: Welching (a la Jack)
Sometimes an employee simply needs to be managed out
Because, for whatever reason, they’re just not having fun and no amount of Jedi management is going to change
that
Whatever the case, your job as a maturing manager is to master all these
styles
Get good at identifying which style is needed for each of your employees based on their personality, their life
context, and the work context
And then get good at executing the right style at the right time for each employee
at the same time
Good luck
45 years later, I’m still working on it….
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