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Building a Quiality Organization - Part 3
Michael Boone & Associates Newsletter
Building a Quality Organization - Part 3 November 2005
Greetings!
• NEED TO MANAGE
• POWER NEED
• PEOPLE NEED
Let's assume a manager has come up through the organization and has been a top producer at every level. Having successfully functioned in a production role is important. Let's not forget that leadership by example is still one of the strongest methods of management.
Building a Quality Organization - Part 3 November 2005
Greetings!
• NEED TO MANAGE
• POWER NEED
• PEOPLE NEED
Let's assume a manager has come up through the organization and has been a top producer at every level. Having successfully functioned in a production role is important. Let's not forget that leadership by example is still one of the strongest methods of management.
NEED TO MANAGE
In addition to top production experience, our managers should have a keen "need to manage", meaning he gets personal satisfaction out of seeing his people grow and succeed. When we find this quality in a candidate for future management, we recommend to the client that person, who may still be actively involved in production, be given special training to develop his managerial skills. In our experience, we have found only about 5% of people we have evaluated have that "need to manage."
POWER NEED
In addition to feeling a need to manage, a good manager should have a need for power. Those who aspire to manage and lack this drive are not likely to go far in management. A power seeker is actually comfortable in exercising authority over large numbers of people, and is able to develop a certain charisma recognized by his people.
People Need
To counter balance the power need, a top manager usually has an additional quality known as "People Need." He is able to temper his hard driving behavior with a sensitivity that allows his people to find him personable and approachable...you might say this manager manages with an iron fist in a velvet glove.
In addition to top production experience, our managers should have a keen "need to manage", meaning he gets personal satisfaction out of seeing his people grow and succeed. When we find this quality in a candidate for future management, we recommend to the client that person, who may still be actively involved in production, be given special training to develop his managerial skills. In our experience, we have found only about 5% of people we have evaluated have that "need to manage."
POWER NEED
In addition to feeling a need to manage, a good manager should have a need for power. Those who aspire to manage and lack this drive are not likely to go far in management. A power seeker is actually comfortable in exercising authority over large numbers of people, and is able to develop a certain charisma recognized by his people.
People Need
To counter balance the power need, a top manager usually has an additional quality known as "People Need." He is able to temper his hard driving behavior with a sensitivity that allows his people to find him personable and approachable...you might say this manager manages with an iron fist in a velvet glove.