How often do we, as professionals and managers, get sucked into the whirlwind of status reports, new-initiatives-everyday, number crunching, endless meetings and presentations? Sometimes, the best management is to do simple and obvious things more effectively.
In this context, I enjoyed reading an insightful post titled “Finding more time for real management” at Business Strategy Review, London Business School. Here is an important question raised in the post.
The classic example is people management. The principles (work autonomy, knowing what you do matters, the importance of the first-line manager) are well documented, but they are frequently ignored in practice. So what would happen if we could find a way of putting some of them into practice in a dedicated way?
In this post, authors Julian Birkinshaw and Simon Caulkin report on one experiment they did with sales and service team at the Stockholm offices of a major insurance company. In this experiment, they asked a team’s manager to free up a few hours each day (delegate more effectively and excuse herself from meetings etc.) to just do the real management. The team was not aware that they are a part of experiment, just the manager knew about it. She started spending these couple of hours everyday to work directly with her group, help them do their job better, brainstorm and improve constantly. After 3 weeks, the results were dramatically different with 5% improvement in sales, improvement in team performance and increased motivation levels.
Here is the key thought:
If you are trying to help your company to improve its management processes, it is easy to get drawn towards exciting new initiatives like crowdsourcing; but the real impact is more likely to come from doing simple and obvious things more effectively. And frontline coaching is about as simple and obvious as it gets: every company needs it, and yet most do it pretty poorly.
Read the original post for more details and findings. They are definitely worth a thought (and action).
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