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Leading People The 10 Things Successful Managers Know and Do, by Peter Mills
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To meet the challenges of today's work environment all employees must be focused on achieving business goals, with managers creating a work environment where personal effectiveness and continuous improvement is sought by all. In most organizations however, this is not the case and managers are left wanting as they either don't know what they need to do to be successful or are not effectively supported by their organization to do their role or both. This book provides managers with the '10 things successful managers know and do'. It is based on 'The Leadership Framework', a fully integrated model of principles and concepts for managing people. At the framework's core is a strong manager / employee relationship based on working together to achieve business goals. This relationship is a two-way, trusting, productive, working relationship with team members working to their full potential.
- Sales Rank: #2762698 in Books
- Published on: 2015-05-02
- Original language: English
- Number of items: 1
- Dimensions: 8.27" h x .47" w x 5.83" l, .59 pounds
- Binding: Paperback
- 222 pages
Most helpful customer reviews
2 of 2 people found the following review helpful.
A straightforward and practical guide for leading people
By Sheila Deane
In a world where more than 11,000 new business books are written every year, and in the opinion of some critics, are offered to a jaded and disinterested readership, Mills has ventured bravely. He is trying to get the attention of practicing managers for something which he feels is important and badly overlooked; that is, the fundamentals of managerial work.
In a world which could appear to have lost interest in the accountable work of the manager and is fascinated instead with other forms of movers and shakers such as ‘charismatic leaders’, ‘champions’, ‘back belts’, ‘scrum masters’, ‘facilitators’, ‘coaches’, to name a few, this task may be regarded as too basic or even unimportant. Not so.
Mills’ book, could be just one more ‘How To’ guide. But its straightforward, practical content and style are supported by profound theoretical underpinnings.
The Leadership Framework upon which this book is based is a manager-centric framework of definitions, principles and practices to guide effective organization design and managerial work. The Framework in turn draws on the unique body of work known as Requisite Organization*. This is a seminal body of organizational and managerial work with deep scholastic and applied provenance**.
Thus, this seemingly simple ‘How To’ guide is set apart from others. Introducing the Leadership Framework in his opening remarks, Mills says that the Leadership Framework is:
“….a fully integrated model of principles and concepts for managing people.”
This low-key description may not immediately attract the attention that it deserves. “….a fully integrated model….” Really?, you might ask. Many readers, perhaps jaded by the hyperbole common to the management paperback, might read quickly past this sentence. But this is important for CEOs, Boards, business owners, shareholders, and every manager of teams interested in high productivity.
The Leadership Framework comprises three interconnected lenses: Leading the Organization, which is the work of Presidents and executive teams, Leading People, which is the work of all managers in the organization and Leading Yourself, which is the ongoing work of understanding yourself and others.
As a senior executive and Human Resource professional with decades-long experience in large commercial and public organisations, Mills shows a preference to direct his messages to practicing managers and to talk practically to them, in their language. Mills presents the world of work as the everyday world of the manager. In this book, Mills focuses on one lens of the Leadership Framework – Leading People, which is the managerial leadership component of the Framework and provides the clear definitions and language which are necessary requirements to, firstly, set clear, unambiguous expectations of managers and, secondly, to underpin consistency in managerial work throughout an organization.
Mills’ book provides a veritable ‘tick list’ for managerial work. He is also clear about the expectations of employees as part of a successful manager-employee relationship. Mills presents the Framework through his own experience – in my view, a valuable rendering. However, he does not allow himself to drift off the theoretical foundations or to ‘cherry pick’ areas that might be celebrated as today’s fashion. He states that for those being managed, it is either a world of compelling challenge and achievement or a world of crushing boredom and even fear; a world of personal progress, or a world of dispiriting stagnation. Mills works to persuade the reader that organizing and managing employees in a truly productive way, requires a well-founded understanding of human work and what work, or the true nature of motivation, really means to people. His book sets out the building blocks for productive workplaces where employees’ capability is released and the organization’s business objectives are delivered. Importantly, he promises a framework that helps managers diagnose the organization and leadership problems they face every day, thus building managers’ confidence in clear and consistent decision making.
Practicing managers, we are told, are people in roles in which they are to be held accountable, not only for their own effectiveness (as are all employees), but they are also to be held accountable for the work output of their direct reports. The felt weight of this accountability is well known to experienced managers. Ultimately, the test of Mills’ offerings in this book rests upon the judgment of this manager readership.
Throughout the book, Mills makes it clear that provided with effective managerial leadership, based on requisite practices, employees will experience ‘systemic’ trust in the workplace, and will behave productively. On the other hand, poor managerial practices will induce systemic fear rather than trust, and will immediately choke employee discretionary effort in the managed team and ultimately, will produce dysfunctional behaviors. The higher in the organization the particular manager role is, the broader the reach of this impact on productivity and behavior.
Clearly, Mills accepts that the underlying theoretical base is solid. The many, varied and alternative ideas and arguments which management ‘science’ attracts, he simply leaves for others to navigate. He avoids the mud and tangle of the ‘conceptual swamp’ of management science (as Elliott Jaques* once characterized the field) and jumps straight into the things that managers must know and do.
Although there are only ’10 Things…..’ successful managers know and do, in the title of this book, a deeper reading reveals that there is much more to know and do than just 10 things. This is, in my view, is less a weakness in the book and more a strength. The partitioning of the subject seems to be more likely a result of a publisher’s advice in trying to raise the attractiveness of an apparently dry subject in an overfilled market. If the title gets readers to open the book, they will be rewarded by more than the title offers.
Mills takes the reader on a journey through the ten key managerial principles, with supporting practices, necessary to enable each employee to deliver their best work. He maps out the detail of these practices, from understanding the work of a manager, to building great teams, designing clear roles and filling them with capable people, through to the suite of trust inducing performance practices such as assigning clear tasks, coaching and developing to deliver those tasks, recognizing and rewarding, and sustaining the team through accountable implementation of change.
The chapters are set out to be used as independent modules for discussion, with a summary of the principles at the end of each chapter and a link to a website for hands-on tools, checklists and exercises. This is smart and pragmatic, as it is likely to keep the reader connected over time with others interested in probing the field in more depth. I expect that it will also enable Mills to keep the practices updated and current on his related website. This will be most helpful from a practicing manager’s point of view.
Mills’ book could have benefited further from his significant workplace experience by the addition of examples of the many tricky and often sensitive performance issues faced by managers, although the web links contained in the book provide compensation.
Mills has undoubtedly decided that delivering requisite managerial practices is critical to unlocking the organization’s core of building mutual trust. Others working in the Requisite Organization field may have something to say about Mills’ minimalist handling of complexity of work known as Jaques’ Stratified Systems Theory, and the clinical assessment of individual capability to match the complexity of work.
However Mills’ personal experience in working with practicing managers, together with his own experience as a manager, clearly point him to address the pain points experienced by managers. Managers new to the field, and experienced managers needing a whole system approach to making sense of their environment, will find this a useful ready reckoner and guide in their everyday work.
Mills is clear about the organization’s and manager’s contribution to failures in organizations. I believe that he can be judged favorably on providing a concise, workable set of tools to help managers all levels to meet their accountabilities for building valuable workplaces and avoiding such failures. I recommend Leading People to all managers seriously interested in building sustainable workplaces where their employees are free to experience the joy of work.
Sheila Deane
Director
PeopleFit Australasia Pty Ltd
*’Requisite Organization’ was the title of a book first published in 1989 by Dr Elliott Jaques (Cason Hall & Co Publishers Arlington VA). In the years since then, the phrase, Requisite Organization has come to represent a body of science-based work which had its beginnings in the multi-year, work-place based action research conducted at the Glacier Metals Company (UK). This body of work is usually attributed to both Jaques and his former long-time client and collaborator, Lord Wilfred Brown who was, at the time, the Chairman and CEO of Glacier Metals. Further development of the work took place during another multi-year organizational reform project at Conzinc Rio Australia under the leadership of its then CEO, Sir Roderick Carnegie.
**As a start, see ‘Requisite Organization – annotated bibliography’ by Ken Craddock at: globalro.org
1 of 1 people found the following review helpful.
Bullet points for life
By Trevor Goodchild
I am a team lead for a multinational electronics company, and the title of this book interested me. Leadership style is one of the hardest things there is to do. And people are generally, very, very terrible at it.
I read this book over the weekend and believe it provides a reasonable guide to success in Leadership. Organizing human endeavors is one of the most hard things anyone can do. This book provides a framework for exploring the principles of leadership that is valuable :)
0 of 0 people found the following review helpful.
An Excellent How-To Reference Guide for Managing Employees
By GadgetFamily
This is a very pragmatic, easy to read, hands-on-guide to management of medium to larger sized organizations. Much of the book is dedicated to concepts that really aren't germane to smaller organizations. While some of the book is repetitive and maybe even too simplistic at times, it does provide a technical manual type of approach to managing. The essential elements of the book are broken down into his 10 Principles of Successful Leaders by the following chapters:
Principle 1: Understand Your Role
Principle 2: Understand and Respect the Role of Others
Principle 3: Build Great Teamwork
Principle 4: Build Mutual Trust and a Strong Manager-Employee Relationship
Principle 5: Have Integrated Models for People and Work
Principle 6: Create Effective Roles and Put Good People in Them
Principle 7: Effectively Assign and Assess Work
Principle 8: Coach and Develop Your Team
Principle 9: Recognize and Reward Good Work
Principle 10: Continuously Improve and Lead Change
Mr. Mills succinctly captures so many critical aspects of successful management in many of his advice, but perhaps one of my favorite chapters was the one on Principle 4: Build Mutual Trust and a Strong Manager-Employee Relationship. I loved this chapter for several reasons, but as someone who has worked under both sides of the equation...as an employee and later as a manager and then CEO, I wanted to nearly shout "YES!" at one of the statements he makes about people and work. Mr. Mills says, "...people are naturally motivated to work, and productive work is enabled by systemic trust and fairness and is reduced by fear. If the work place causes fear, people will be unable to contribute fully." He goes on to explain that there needs to be trust in the corporation (something harder to control) AND trust in the manager. But, if only more managers grasped this and worked to develop relationships based on trust and positivity with their employees, more workplaces would be blossoming with efficiency. When I read this I was immediately reminded of a manager I had in my very early days at the bank, whom had earned the secret nickname of Attila the Hun. She was cold, ruthless and we were all terrified of her. She delighted in writing people up for disciplinary actions and firing someone seemed to be her ultimate joy. Not surprisingly, people made many mistakes and quivered with fear about what she would do. Luckily, she was older than Moses and retired, leaving us with a wonderful replacement and miraculously, the same employees who often made errors were suddenly stellar performers. Oh what a salve some kindness was! I carried that forward with me when I managed my own branches as well. (The kindness and trust...not Attila techniques) This particular chapter resonated with me on all of those levels, but it was definitely not more important than his other principles.
Mr. Mills ideas are certainly in line with LEAN approaches and, when applied correctly would make for a happy and efficient workplace.
This is definitely a quick read, but is also a book that is intended as a reference guide to be referred to again and again as principles are being employed.
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