Welcome to the second feature. Following on from last fortnight, we will look at the “Informational” and “Decisional” components to Mintzberg’s manament roles,

We’ve already looked at the ‘Interpersonal’ category with Figurehead(1),  Leader(2) and Liaison(3) being covered, here we’ll now look at the remaining two categorise as follows…

INFORMATIONAL (PROCESSING INFORMATION)

Monitor(4) – To be effective here, learn how to gather beneficial information while avoiding overload! Train yourself to scan read for useful info such as the excess of LinkedIn notifications. Understand the changes that are occurring not just within your teams but the organisation and industry too. Actively open your eyes and not only look for changes but learn to recognise them too.

Disseminator(5) – The ability to share information. Where relevant, insure those around you are informed of useful information. To be effective here, understand that it’s not simply your opinion that counts but the use of the information to be relayed. Agendas, team briefings or face to face meetings, insure your information is factual, useful and relevant.

Spokesperson(6) – Here you are the aerial for business, a transmitter that tells outsiders what the organisation is all about. Presentation is the key to success here which entails confidence with the ability to deliver a succinct, factual and interesting performance. Some say you are born with these skills, I say you learn them and we know how to help.

DECISIONAL (USING INFORMATION)

Entrepreneaur(7) – Open mindedness is the key here. The entrepreneur will look at change for the business needs. Generating and seeking new ideas to overcome problems and then to implement them. Change Management follows a process and is a skill set in its own right and has implications that an entrepreneur will understand.

Disturbance Handler(8) – Conflict can come from either individuals or groups and the way forward is not to simply work on ‘Facts’ but to look at the emotion attached to the obstacle. You cannot let it sort itself out as it inevitably will not, so take charge early on. Empathy to both sides is essential.

Resource Allocator(9) – From seeking new equipment, staff or overtime funding, as a manager you need to understand budgets as well as the art of negotiation (see 10). Also the ability to see where prioritisation is required and where costs can be reduced (and not simply making people redundant). Further to this, analyse the business resources and consider where they are best applied.

Negotiator(10) – As a guide, prior to going into a negotiation, seek someone to role-play and gain control of emotions should it not be working out or prepare for areas not already considered. This isn’t necessarily about what’s simply best for you, seek a win-win result to insure the best outcome.

Mintzberg’s management roles is a great check list whether you are a developing manager looking to improve yourself and the company you work in or even for established managers just to refer back to.

These are simply guidelines but should you be looking to improve management skills for either yourself or those within the organisation and become accountable for your own actions, please contact the author, Neil Nutburn on 07761 187238 or email neil@coachingtosuccess.co.uk and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco where you’ll be assured a warm welcome to discuss how we can help.

 

 

How often do you find yourself involved with negotiations, compiling budgets, adjudicating disputes, acting as the go-to person and attending meetings? In each circumstance, you take up a spinning plate with a myriad of different roles along its edge and have to deal with whichever side it falls on in that spin!

Henry Mintzberg acknowledged this and diagnosed that there are 10 roles played by the manager which are then sub-divided into 3 categories, publishing them in his 1989’s book “Inside our Strange World of Organizations”.

In this feature, we will look at the introduction and then the ‘Interpersonal’ elements.

In Summary, these roles are

(1)  Figurehead           (5)  Monitor                        (9)   Resource Allocator

(2)  Leader                 (6)  Spokesperson               (10) Negotiator

(3)  Liaison                 (7)  Entrepreneur

(4)  Monitor                (8)  Disturbance Handler

 

And they are categorised:

INTERPERSONAL      INFORMATIONAL      DECISIONAL

Figurehead                 Monitor                      Entrepreneur

Leader                       Disseminator               Disturbance Handler

Liaison                       Spokesperson             Resource Allocator & Negotiator

As I worked my way up through the corporate arena, I realised I was attempting to move into new roles while still having an input in each of the preceding ones. This put a lot of stress and unnecessary pressure onto my already burdened shoulders!

With support or mentoring/coaching, I know I would have been a far better manager not just for the organisation or my teams, but for myself too. Each area is a subject in its own right, as an overview, here’s a checklist of things to consider for your own self-development even in areas you knowingly or unknowingly avoid.

Applying the Model

You can use Mintzberg’s 10 Management Roles model as a frame of reference when thinking about developing your own skills and knowledge. (This includes developing yourself in areas that you consciously or unconsciously shy away from.)

First, examine how much time you currently spend on each managerial role. Do you spend most of your day leading? Managing conflict? Disseminating information? This will help you decide which areas to work on first.

Next, get a piece of paper and write out all ten roles. Score yourself from 1-5 on each one, with 1 being “Very skilled” to 5 being “Not skilled at all.” Then hone in on the areas where you can make improvements.

INTERPERSONAL (TO PROIVIDE IDEAS AND FACTS)

Figurehead(1) – People look to you as a person with authority and for inspiration. Consider areas such as your image, reputation and how you behave as others will follow by example. It’s best to stand clear of being overly sympathetic but show empathy.

Leader(2) –As well as a business leader, you are a team leader too, looking after individual’s responsibilities and group performance. To get the best from your team, a varied skillset is required Make time for your team, don’t be too “Hands-Off” but equally, refrain from micro-management, define goals, motivate, walk the talk (lead by example), delegate and read up on emotional intelligence.

Liaison(3) – Liaising with internal staff is as important as external contacts. Look to network with peers and likeminded companies. Networking is an acquired art. There are plenty of courses and events where you can practice and develop communication skills at all levels.

Look out for the next feature in two weeks’ time where will look at the remaining 7 roles in their 2 categorise.

Should you be looking to improve management skills for either yourself or those within the organisation, please contact the author, Neil Nutburn on 07761 187238 or email neil@coachingtosuccess.co.uk and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco where you’ll be assured a warm welcome to discuss how we can help.

With so many demands on our valuable time, Coaching to Success thought it wise to share their hit list of 9 Slipups people often make when it comes to managing what they have to do in the time available!

And to insure that you have the time to follow these steps through and give them time to work, we’re going to introduce 5 now with the other 4 following in a fortnight.

1. SETTING PERSONAL GOALS

So what do you need to achieve by the end of this month? How about 3 months? End of 2015 or what about 5 years? This is one of the things that got me into coaching as I saw so many people and companies failing to look ahead. The expression “Fail to Plan, Plan to Fail” comes to mind. It is imperative to set a destination to work towards and from this, timescales become much easier to plan.

2. UNSUCCESSFUL TASK SCHEDULING

Some like to work into the early hours of the morning, others like to get up early to start. What is your most productive time of the day? Use this knowledge to set time to manage those aspects valuable to you and your business.

3. NOT PRIORITISING

“Really? How am I supposed to do that when everybody is demanding my time to do things” is a phrase I often hear. You really have to know what is important and prioritise them otherwise more interesting or, what appear, urgent tasks take grip and those that are truly important slip or aren’t managed correctly. A tool we often use is the Time-Matrix tool which helps gain priority.

4. INADEQUATELY CREATING/KEEPING TO-DO LISTS

I often say to clients “Get it out of your head and down on paper”. By creating weekly and daily To-Do lists, you help suffocate the battle that commences in our heads over all the things you need to do! No matter how you create and use a To-Do list, live by it and make it work towards #3

5. VOLUNTEERING FOR MORE WORK!

It can sometimes be difficult to say “No” when the boss or client asks for things to be done and it always seems urgent! Alternatively, maybe you’re not the best of delegators and have to be part of every activity that’s happening in your organisation? What do you actually ‘Need’ to be involved with and what can you trust others to truly handle. Be open and honest with line managers when it starts to become too much, explain when you have too many tasks but that you can do another and ask which other one you should drop?

These are just the opening statements and each one can be expanded to a full programme for which Coaching to Success can certainly assist in helping you maximise what you can achieve in those 24hrs in a day or 168hrs in a week. Good luck and for those wishing to join the other members of business who have excelled through engaging with a business coach, just contact Neil on 07761 187238 or neil.nutburn@coachingtosuccess.co.uk to see how a little time can produce amazing
returns.

 

So where do you get your inspiration from? Who in your team(s) shows that spark to become a great leader? And how are you stopping them from doing this? Yes, you read that correctly as I too have been guilty of that.

As a director, I had a team member who really wasn’t pulling their weight. They arrived on the hour. Always had lunch breaks, had their coat on 5 minutes before end of day and the highest sickness record.

A new product line was about to be launched, so I decided to give them the responsibility to manage with full support. It was then I realised that it was ‘MY’ leadership qualities that were in question. As I started to empower this person as opposed to constantly remove responsibility they flourished!

I looked to expand my own knowledge on this and other management skills and here we now arrive with the sharing of the seven secrets of good leaders which were relayed to me as I went through the coaching academy…

1. Develop and maintain a clear vision

If you don’t know where you are heading, how can you expect those around you to know where they should be heading for!

2. Empower staff to make that vision a reality (refer to above anecdote!)

Give power and authority (while maintaining overall responsibility) refraining from micro or distant management. Be there as a support without being controlling.

3. Actively and continually focus on people in the context of the vision

Development is a must for continued success. Set up training, teach, insure that your team are the best that they can be by putting time into their development.

4. Focus on team behaviour with positive expectations

Start by believing in your team! From this, understand that what they wish to achieve is the best for the organisation.

5. Set an excellent personal example in the workplace

How can you criticise others for spending time on Facebook if you spend all your free time tweeting? Lead by example for others to follow.

6. Maintain the highest integrity at all times

Integrity is the lasting quality in our work. It establishes reputation and promotes the credibility of our efforts. We may not always make the most popular decision but as long as it’s for the overall good of the organisation, people will know we are looking to do the best we can.

7. Be realistic

Setting un-realistic budget targets with the intention to push teams to the limit doesn’t work! Set realistic targets that stretch the teams without breaking them. Set SMART (Specific, Measureable, Achievable, Relevant, Time-bound) goals.

So start the ball rolling yourself by adopting these into your leadership manner and see the difference it makes. Then contact us and see how much further this can be improved by taking on a business coach.

For further information, contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk to discuss how brilliant Leadership results in exceptional returns. If you’re looking to Grow quicker than your rivals, we’re affiliated to the Growth Accelerator scheme, so some businesses can obtain government funding too!

Fortnightly Blogs have been hitting your in tray on a regular basis now … well, fortnightly to be precise and we thought it would be nice to get some feedback.

We would appreciate any kind words that you might have towards the updates and free tips etc, so, if you feel inclined, would you be as good as to scribble your thoughts on our contact us page (press HERE to save yourself time searching)

And one last favour … Now that you’ve experienced these and found some helpful advice, tips and ideas, why not share the love! We’re asking that you select a few valued people and ask them to subscribe too.

That’s it … request over and to give you the head’s up, this coming Tuesday’s blog will be all about that mother of time thieves … PROCRASTINATION!

Happy reading and here’s to the continued success you and your organisation will forge forward with.

 

All the very best … Your local coach (wherever you are in the world), Neil 🙂