Hire thoroughbreds
I love this blog entry by Scott Berkun and have tried to follow very similar principles in my own management style
A healthy, confident, well-adjusted manager knows their job is to do three things:
- Hire thoroughbreds, point them at the finish line, and get out of their way unless they ask for help
- Coach, teach, encourage and position ordinary horses to maximize their potential and approximate thoroughbreds in some of their work.
- Fire those who can never do the work needed without your constant involvement to make room for those who can.
It just seems so much easier when you have a strong team of direct reports that both respects the challenges in delivery and understands that you are there to help but shouldn’t need to be there to hold their hand.
It reminds me of another quote:
You can accomplish anything you want in life provided you don’t mind who gets the credit. [Harry S. Truman]
Law of Management
I read this today on scottberkun.com and it resonated so I thought I would post here. He calls it Lefferts Law to acknowledge where he heard it first. You can summarize the law by simply stating: It is your fault.
There are a dozen reasonable excuses in any situation for why things are not going well: don’t use them.
If you need more help, it’s your job to ask for it. If someone lets you down, it’s your job to plan better next time or find a way to recover. Whatever the thing is that isn’t going well, you are the primary person to do something about it. If you’re not sure what to do, it’s your job to ask others for advice. If you have the title ‘manager’ in your name, step up. Practice the habit of absorbing blame for what is going on, while distributing the rewards. When all else fails, be the fall guy. If people see you take enough bullets for them, soon they’ll be taking some for you.
The net effect on even a small team can change the balance of morale. Being passionately accountable for the project creates a shield for others and makes it safer for them to invest more personal responsibility in their work. When they do, the state of the work can only get better.
When in doubt, good managers assume something important is their fault and do something about it.
I think this is nice advice and I try to follow this when times get tough. Too many people aren’t comfortable taking the blame but in the end it is usually the better approach. An old boss used to stress accountability and while it is never comfortable when the time comes – the feeling after is rewarding. Everyone knows you are willing to accept the responsibility and ultimately will trust you more for it. And that trust is the key to continued success.
