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Table for Three's subtitle is 'taking your smart phone to lunch and 50 other mistakes smart managers don't make' is a straightforward collection of the author's observations of basic mistakes managers make - most of them very human and recognisable. It offers some simple behavioural changes you can make that add up to positive results over time.
What smart managers do differently
The essence of Rosen's book is that the difference between smart managers and the rest is that smart managers see the impact their mistakes have on the performance of their colleagues and teams - and so ultimately on customers and profit. By correcting their errors, one at a time, they will see noticeable improvement all around them.
Seven of the most common mistakes
- Assuming people are listening
Just because they're quiet while you're talking doesn't mean they're actually listening and learning. Making sure your people pay attention isn't their job. It's yours. Check for understanding. - Expecting success without providing guidance
Just because you have a great team doesn't mean that they necessarily always know the best way forward. Make sure they know you will support them, and make it easy for them to ask for help. - Hiding behind email to avoid a difficult discussion
When potential conflict is involved, it's so much easier to email a terse reply than to make the effort to resolve the issue face-to-face. Instead, prepare for the talk. Next, ask yourself how you helped create this problem. When you meet, speak in facts, and don't make assumptions about the person's character based on their actions. Ask questions, show respect, discuss action steps attached to consequences, and come to a mutual agreement. - Turning into the Incredible Hulk
Anger doesn't motivate. Anything that can be said in a negative manner can also be said in a positive way. Being yelled at makes people feel worse; it doesn't energise them. Get in the habit of rephrasing negative statements into encouraging ones. - Being a helicopter manager
If you tend to hover over your team members, constantly solving their problems, your micromanagement style is making them stupid. Instead, help them to find their own solutions and support them in their learning through real experience. - Looking in the imaginary mirror
Instead of being the emperor with no clothes, welcoming only flattering feedback, look in the real mirror - see things as they actually are and get people to tell you what you need (not just want) to hear, then act on it, taking responsibility and being accountable for everything that happens on your watch. - Hearing but not listening
Help others feel heard by turning down the volume of your ego and turning up the volume of your listening. When people talk to you, ask them clarifying questions such as: "What does that mean? Can you be more specific? How did you reach that conclusion?" In other words, shut up and listen!
"That's just the way it works!"Darryl Rosen