Want to get the job done? Give it to a Self Manager
We are all familiar with the star, the individual that gets it done no matter what. They are the people we set up as models, who daily practice the type of behaviour and performance others shoot for.
Among this select group there is one characteristic they share. The number one competency of top performers in any situation is their ability to self manage on all levels.
Expanding the self management capabilities of an organization brings double digit payback, and more importantly keeps top performers in a company that get’s it – as a bonus stars are drawn to this type of dynamic, exciting environment!
This is a bold statement and is based on core principles that provide a foundation for everyday action and decisions, large and small. Some of them are:
• Making and keeping commitments
• Understanding and accepting accountability
• Understanding and accepting responsibility
• Knowing the difference between accountability and responsibility
• Self Motivation through committed action
• Managing by Effort
In this environment people grow and companies grow because everybody knows the rules of the game. For example, if a commitment is made you can take it to the bank it will be done.
The opportunity is there for everybody to be treated equally since these basic principles are understood and apply to all. The self management culture creates an expectation that each individual will help themselves however if help is needed it is available.
Coaching evolves from supervision to encouraging self motivation through meaningful conversations. Conversations based on ‘asking’ rather than telling.
The result is a culture where a core set of values are applied to all situations and that’s where the power comes from. The expectation to achieve and succeed is a day to day reality.
True Self Confidence is based on knowing what you need to know plus knowing you can trust your colleagues and company to support you and believe in you.
Self Management Culture: Steps to Get There
Conceptually the support at Senior, Middle and Front Line management covers the operational spectrum right to the grass roots support level.
The following developments could serve to keep the momentum going:
1. Determine what the Self Management means (the bullets above are a great starting point)
2. Establish Champions in each of the Management Sectors and also at the front line level – champions would be stronger if recognized formally and trained/certified
3. The Learning & Effectiveness team Certification as appropriate and ongoing co-ordination of overall efforts in support of the programs.
4. Implementation of Lunch and Learn and Monthly ”Cues” types of initiatives to keep the information fresh and the depth of learning ongoing and stronger.
5. Expansion of the concepts and actions related to Self Management ‘throughout the organization’. The concepts become part of company day to day life.
6. Ongoing Support of these initiatives from internal specialists or learning vendors through:
• Certification Programs
• Specific Programs that serve new company initiatives
• Support programs for all levels of employee such as Administration and Materials Management
• Consultative solutions approach to keep initiatives current, flexible and relevant
