Changing The Way Management Thinks

by Jay Deragon on 07/26/2012

In a world where market dynamics can shift at the click of a mouse management must learn to accelerate change.

This means management must give up making excuses as to why things aren’t changing and instead learn how to make things change faster.  This starts by changing the way management thinks.  Management can no longer reside over all decisions.

When people get promoted to a management position they automatically think it means they now manage over people. Managing over people implies those below are less capable than those above. As a result employees ( those below) are rarely engaged in decisions making processes rather they are simply told what to do by those above (Management).

Management Focus Must Shift

Instead of focusing on managing people the 21st century manager focuses on managing the engagement processes that have the greatest impact on performance.  These are:

1) Employee Engagement: According to the Gallup organization, lack of engagement usually begins in the first six months of employment when 60-plus percent of employees simply shut down, meaning they stop thinking. This is due to their perception that their expectations for participation are not going to be met.

People who are not engaged can hide behind a flurry of activity. But the gap between activity and results indicates a lack of engagement both by employees and management. A lack of focused engagement around strategically relevant issues means everyone is spinning their wheels doing the wrong things and doing things wrong.

2) Customer Engagement: For many years, managers have been focused on building customer satisfaction, trust and loyalty. While important to the organization, satisfaction is fluid, meaning a customer can be satisfied today, but as a result of one bad experience, be dissatisfied with the company tomorrow. Yet, for many managers, developing deeper levels of trust and loyalty among their employees and customers remains an elusive and perplexing process.

For those businesses that value and manage engagement , it is proven that they enjoy

  1. Higher levels of employee and customer loyalty,
  2. Positive word of mouth,
  3. Reduced turnover and training costs,
  4. Receive higher price premiums for their  services and products,
  5. Greater share of wallet and cross selling

Managing engagement leads to higher company profits and faster growth than those companies that don’t. That is why engagement is one of the most powerful, emerging business concepts of the 21st century.

Managing engagement processes isn’t about having more meetings, controlling more information or being over more people. It is about managing how you think about providing more value to people by enabling the people and processes to be more engaging.

{ 1 comment }

Celeste Brodeur July 26, 2012 at 6:59 am

The Army introduced TAQ, Total Army Quality in the ’90s, which was the Army version of TQM, Total Quality Management. As with other programs, it was instituted in name only and provided lip service. Managers did not relinquish their death-grip on decision-making, and managers did not listen to the field experts, i.e., the people doing the work every day. It is my personal opinion that, after a person is selected for a management position, they undergo a mini-lobotomy so as to transition to management thinking and leave behind any shred of common sense they once possessed as a worker bee; the mini-lobotomy can’t be reversed since critical brain cells are destroyed in the process. No, management will NEVER change its M.O. Managers would rather drive an organization into the ground than relinquish authority to worker bees (who haven’t had the mini-lobotomy).

Comments on this entry are closed.

Previous post:

Next post: