Andrew Rondeau

Andrew is the owner of this website and has been a Leader, Manager, Coach and Consultant for the last twenty-five years.

Now What Makes A Great Manager?

By Andrew Rondeau
Published 01/27/2009

I shall assume that the majority of us have worked for someone (i.e. a Manager).

And no doubt some of those Managers you worked for were great and some should…well let’s just say…should never have been appointed Managers.

There are numerous skills to being a Manager…communicating, delegating, controlling, co-ordinating, staff management, public speaking, decision making, managing meetings…and I could list many, many more.

But what makes a Great Manager?

Is Obama a great Manager?

Great Managers not only excel at some of the above skills but they fundamentally know the difference between ‘inputs’, ‘outputs’ and ‘outcomes’.

They take ‘inputs’ (i.e. what they do, what action taken) and ‘outputs’ (i.e. the effect of the action, the product) and create outcomes (i.e. the intended result, the performance or service targeted).

Great Managers take time out and think about ‘outcomes’.

Great Managers strive for ‘outcomes’.

Great Managers plan for ‘outcomes’.

Great Managers organize themselves and others to produce ‘outcomes’.

Great Managers implement the right and appropriate controls so the ‘outcomes’ are delivered.

Great Managers communicate and discuss the future ‘outcomes’.

So let’s take a simple example…

Many Managers at this time of year are thinking, planning, organising, controlling and communicating

the staff annual performance review.

So the inputs may be…the individuals previous achievements, feedback from customers and peers, any development undertaken, objectives, written evidence of praise…

Outputs being…the actual written performance review, the staff members rating and future development needs, the following years objectives.

Many Managers stop there. That’s it. It’s over and done with. The review is typed up. The staff member has agreed with their written performance review and it gets filed away. Now we can carry on with our day jobs.

The Great Manager will be encouraging the individual to strive for major change in their performance (the ‘outcome’) as a result of the performance review.

Great Managers will work with the individual and put in place a plan to enable the individual to ‘grow’ in their role.

Great Managers organize themselves and the staff member to have the time to develop their learning, maybe go on some self-improvement courses.

Great Managers will implement monthly one-to-ones with the individual to discuss and amend their improvement plan.

Great Managers will ‘paint a picture’ of the future for the individual.

In fact, before the performance review Great Managers will have answers to the following questions:

What difference will the review make?

What would we like the staff member to do differently?

How will the difference be measured and monitored?

How will the department or company benefit?

What controls should be in place to monitor progress?

How will we know if the progress is successful?

Give yourself every opportunity to succeed as a Manager and start thinking about ‘outcomes’.