It’s 2013 now — a new year — and you struggle with inspiration. How can I be a modern manager? Here goes eight management ideas you might want to put more focus on:
1. Autonomous Teams
An autonomous team has skills (cross-functional) and are empowered (self-organized) to make its own decisions. The team has clear constraints for its mission and works towards goals based on outcomes and impacts. Everyone must be comfortable with working in an autonomous team.
2. Beyond Budgeting
Swedish bank SHB has been managed for over 30 years without budgets. Norwegian Statoil is another similar example. Annual budgets encourage managers to focus on making the numbers instead of making a difference. The alternative is dynamic and relative targets, holistic reviews, dynamic forecasts, dynamic resource allocation, and being event-driven rather than calendar-driven.
3. Holistic Thinking
Effect on customer’s or the customer’s customer’s business is more important than whether the individual projects hits estimated time, quality and cost. Fewer parallel projects, less formal roles and more decisions just-in-time makes the organization more flexible to adapt to the prevailing reality. When allocation of individuals is limited to 70-80%, there’s even more room for dynamics. Collaboration and shared goals across the project boundaries increases the total effect. Profitability is more important than cost control.
4. Non-financial incentive models
Team-based incentive programs might reduce the individual’s willingness to corrupt the system. And incentives don’t always have to be financial. With creativity and by listening to the employee, we can discover completely different things that are highly valued by our employees. With digital social tools, some of the rewards may come from colleagues as real-time feedback.
Innovation-driven product development is more long-lasting than maintenance driven product development. Successful innovation requires that people from all levels of the organization put effort in monitoring the external environment. New combinations of explicit knowledge need to be internalized and shared by all colleagues. To grow employee’s tacit knowledge (talent) rather than build formal processes (structural capital) gives us an outstanding capacity.
6. Real-time Performance
Rather than annual performance reviews, try 15-30 minutes coordination meetings every week or every second week with your employees. Focus on individual development, not individual measurement. Targets are based on outcomes and impact. The manager’s mission is to help employees achieve their goals by removing impediments.
7. Recruit the right people, rather than the right experience
Don’t overvalue experience from your own field, your tools and your processes when recruiting. Other proficiencies have high value, such as personal energy, ability to complete, ability to learn, social skills, and ability to help the team grow. The new employee shouldn’t only look for the best financial solution. It must be her strategic decision, that this is the best environment for me to grow. She values teamwork and aim for t-shaped skills: depth of related skills and expertise in a single field.
8. Transparency and Visualization
To make all employees feel really involved, decisions must be accessible to everyone. The fact that information is stored somewhere isn’t enough. Abstract views of the current state are visualized on walls of wonder, in office areas where most people are. The visualizations are used as decision support while prioritizing.
And finally, here’s a bonus idea: The office as a laboratory where there´s always small experiments under way.