Урок для менеджерів 1.1. Вчимося керувати людьми – застосування моделі лідерства Херсі та Бланшара

Introduction to Management

Definition of a Manager

• A manager is defined as an individual who has at least one subordinate or is responsible for at least one project.

• The concept of management encompasses overseeing people or projects, indicating that even managing a single employee qualifies one as a manager.

Perception of Managers

• In some cultures, the role of a manager is often misunderstood; they may be seen as unnecessary figures compared to those performing specific tasks like web developers.

• The speaker reflects on their experience building an agency without management, realizing the importance and necessity of effective management practices.

The Importance of Learning Management

Focus on Managerial Skills

• The course emphasizes learning how to manage people effectively, highlighting the need for structured lessons in management.

• The speaker introduces the Hersey-Blanchard model as a practical framework for understanding leadership styles.

Overview of Hersey-Blanchard Model

• Developed by Paul Hersey and Ken Blanchard in the 1960s, this model categorizes leadership into four distinct styles.

• Each style is represented on a graph with two axes: task orientation and relationship orientation.

Leadership Styles According to Hersey-Blanchard

Directive Leadership Style (S1)

• The first style, S1 or directive leadership, involves managers giving clear instructions with little regard for team input.

• This authoritarian approach expects compliance from team members without much collaboration or discussion.

Coaching Leadership Style (S2)

• S2 represents coaching leadership where managers balance task direction with attention to team members' opinions and needs.

• This style encourages dialogue between managers and teams, fostering support while still guiding towards objectives.

Supportive Leadership Style (S3)

Characteristics of Supportive Leadership

• S3 focuses heavily on interpersonal relationships while placing less emphasis on tasks; it involves collaborative discussions about goals and strategies.

Leadership Styles and Employee Types

Overview of Leadership Styles

• The supportive leadership style may appear quiet and hidden, often going unnoticed. It requires a mature team to be effective.

• Delegating involves the leader focusing on strategy while transferring all operational responsibilities to the team, akin to a president directing their cabinet.

• A delegating manager does not engage in discussions about tasks or ideas but entrusts everything to the team, maintaining focus solely on vision and strategy.

Four Types of Leadership According to Hersey-Blanchard

• Hersey-Blanchard identifies four leadership styles based on orientation towards people versus tasks:

• C1 (Directing): Task-oriented with no concern for team development; sets goals that must be met by the team.

• C2 (Coaching): Balanced approach where both people and tasks are considered; often used by novice and intermediate managers.

• C3 (Supporting): Involves communication with the team while still participating in discussions.

• C4 (Delegating): Complete delegation of responsibility and leadership to the team, with leaders focusing only on vision.

Importance of Context in Leadership

• There is no universally good or bad leadership style; effectiveness depends on situational appropriateness. Each manager should adapt their style based on specific circumstances.

Introduction to Employee Types

• Following an exploration of leadership styles, attention shifts to employee types. The classic model includes four types as per Hersey-Blanchard, which will be expanded upon with two additional types.

Classic Model of Employee Types

D1: Enthusiastic Beginner

• D1 employees are highly motivated but lack knowledge. They are eager learners who may not yet possess necessary skills for their tasks.

D2: Disillusioned Learner

• D2 employees have low motivation and knowledge levels. They may feel overwhelmed or unsupported, leading them to disengage from their work despite having some prior experience.

Key Takeaways for Managers

• Understanding these employee types allows managers to tailor their approaches effectively:

• For D1 employees, provide training and support to harness enthusiasm.

Understanding D2-1: The Disengaged Employee

Concept of D2-1 Newcomer

• The term "D2-1 newcomer" refers to an employee who is fundamentally disengaged and does not want to participate in their work.

• Unlike the classic D2 category, where a person may be disillusioned but can potentially be motivated, D2-1 indicates deeper complications such as personal issues or crises.

Impact of External Factors

• Current global challenges like pandemics and wars contribute to prolonged feelings of depression among employees.

• Managers should refrain from trying to delve into the personal lives of their employees, as it is not their responsibility.

Handling Employee Disengagement

• If an employee is struggling with depression or a crisis, they should be given space to manage their own issues rather than forcing intervention.

• A single honest conversation about performance expectations is recommended; multiple attempts may lead to energy loss for both parties.

Recognizing Motivation Issues

• Lack of clarity regarding goals can lead to confusion about why tasks are being performed, which ties back into the concept of D2.

• Understanding that some problems stem from personal characteristics rather than professional ones can help managers avoid unnecessary interventions.

Efficient Resource Allocation

• Managers should conserve their energy by focusing on employees who are willing and eager to work instead of those who are disengaged (D2-1).

• It’s more logical for managers to invest time in projects that show promise rather than fixating on those that are stagnant due to disengagement.

Conclusion on Employee Management Strategies

• In cases where an employee remains unmotivated despite efforts, it may be necessary for them to leave the organization so they can address their issues independently.

• Emphasizing a positive separation allows for potential future collaboration when the individual is ready and willing again.

Historical Context and Modern Implications

• The rise in terms like burnout reflects changing societal attitudes towards mental health since theories like situational leadership were developed decades ago.

• Today’s high levels of psychological stress often correlate with physical health issues; thus, managers must recognize limits in addressing these concerns directly.

Final Thoughts on Leadership Approach

• Managers should focus on providing support only when requested by employees rather than imposing assistance unnecessarily.

Understanding Employee Motivation and Capability

The Four Types of Employees

• Discussion begins on the four types of employees categorized as D1, D2, D3, and D4. D1 represents those who want to work but lack the skills, while D4 signifies ideal employees who possess both capability and motivation.

• Emphasis on the challenges posed by D2 (capable but unmotivated) and D3 (capable yet cautious). These groups are often difficult to manage due to their lack of desire to engage in work.

• The speaker suggests focusing management efforts primarily on transforming employees from states D1 and D4, indicating that trying to change those in states D2 and D3 may not be worth the effort.

Characteristics of Different Employee Types

• Description of a "D3" employee as someone who is capable but lacks motivation. This type is characterized as a "capable deadbeat," indicating they have skills but do not wish to utilize them.

• Introduction of the term "capable deadbeat" for individuals who know what needs to be done but choose not to act due to personal issues or lack of motivation.

Management Strategies for Employee Development

• The speaker advises against attempting psychological interventions with unmotivated employees, suggesting that personal issues should be resolved by the individuals themselves rather than through managerial intervention.

• Mention of an upcoming course focused on addressing personal issues affecting employee performance, emphasizing that such matters should ultimately be handled by the individual.

Transitioning Employees from Unmotivated States

• Highlighting that effective management can help transition a "D3" employee into a more productive state (D4), where they are both capable and motivated.

• Ideal employees (D4) are described as highly motivated individuals with appropriate skill sets. Managers should aim to hire these types whenever possible.

Effective Management Styles

• Discussion about adapting management styles based on employee capabilities. For instance, using directive style S1 for beginners may not yield positive results; instead, mentoring style S2 is recommended for developing less experienced staff (D1).

• Acknowledgment that modern workplace dynamics require managers to engage with younger employees differently than past generations did. Current expectations include valuing their opinions and fostering collaboration rather than simply directing tasks.

Cultivating High-Motivation Environments

• Importance placed on understanding what motivates younger workers today—emphasizing company mission and values over traditional authoritative approaches which may alienate them.

• Encouragement for managers transitioning from S2 mentoring style towards full delegation (S4), allowing employees at level D4 autonomy in their roles while ensuring they feel empowered and engaged in their tasks.

Conclusion: Identifying Ideal Employees

• Final thoughts emphasize that successful companies thrive when they employ individuals who both want and can perform their jobs effectively.

Understanding Employee Management Styles

The Complexity of Employee Characteristics

• The speaker reflects on the challenges faced when employees resist change, particularly if it relates to their personal characteristics. They emphasize the importance of understanding these traits in management.

• Introduction to Hershey Blanchard's theory, which categorizes employees into different types based on their willingness and ability to perform tasks. This framework helps in structuring management approaches effectively.

Management Styles According to Hershey Blanchard

• Discussion of four primary management styles identified by Hershey Blanchard, with an extension to six types of employees. Understanding these overlaps aids in tailoring management strategies.

• Mention of Spiral Dynamics as a relevant theory for business applications, although the speaker decides to focus more on Hershey Blanchard's language and theories moving forward.

Adapting Management Approaches

• The speaker notes that different employee types require varied management approaches and goal-setting methods. Flexibility is crucial for effective leadership.

• Emphasis on the need for managers to recognize changes in employee capabilities over time and adjust their leadership style accordingly.

Recognizing Employee Growth

• Acknowledgment that employees can evolve from being unable to perform tasks to becoming capable individuals. Managers should support this growth rather than stifle it.

• Challenges arise when managers continue providing assistance even after an employee has developed sufficient skills, potentially hindering further development.

Evaluating Team Performance

• Suggestion that taking a break can provide insight into team dynamics; upon return, managers can assess who has thrived without direct oversight.

• Personal anecdote about a trip to the U.S., highlighting initial fears but ultimately discovering a self-sufficient team that did not require constant guidance.

Communication and Expectations

• The speaker shares experiences regarding communication expectations while abroad, noting feelings of surprise at not receiving calls or inquiries from the team during their absence.

What Are the Challenges of Leadership and Team Dynamics?

The Emotional Toll of Leadership

• The speaker reflects on feelings of inadequacy after leaving a position, expressing sadness over feeling unnecessary and experiencing fear about future actions.

Overcoming Psychological Barriers

• Discusses the psychological challenges faced by executives, emphasizing that confronting these issues can lead to personal growth and advancement in one's career.

Learning from Experience

• The speaker shares insights gained from experiences in the United States, highlighting the importance of structured knowledge in areas like content marketing and cold sales.

Transitioning Roles within Teams

• Describes a pivotal moment when realizing that hiring specialists was not feasible; instead, they took on an SEO role at Serpstat to develop their business correctly.

Importance of Delegation and Team Readiness

• Reflects on past mistakes related to team management, stressing that high standards are crucial for company DNA while acknowledging the need for team members to feel supported during breaks.

How Vacations Impact Leadership Perspectives

Realizations During Time Off

• Shares a personal experience from their first vacation where disconnecting from work led to realizations about needing structure and support within their team.

Growth Through Reflection

• Acknowledges a shift in perspective regarding leadership responsibilities, recognizing that employees may want to contribute but lack direction or empowerment.

Adapting Management Styles Based on Employee Development

Evolving Management Approaches

• Emphasizes that management styles should adapt according to employee development stages and individual capabilities rather than rigidly categorizing them.

Understanding Employee Potential

• Highlights how employees can exhibit different skill levels depending on tasks assigned; they may excel in one area while struggling in another due to varying responsibilities.

The Ideal Scenario for Managers

Achieving Goals Without Personal Sacrifice

Vision and Management Development

The Importance of Vision in Management

• A strong, guiding vision is essential for effective management, especially when leading a team that may struggle with capabilities. Without it, strategic thinking becomes challenging.

• Leadership can exist even in small teams; for instance, Natalia leads the PR department alone but embodies her own vision for growth within the department.

• Every manager should possess a clear vision to guide their team towards future goals. This vision must be shared and developed collectively rather than relying solely on one individual.

Team Development Strategies

• An ideal managerial scenario involves transitioning team members from lower performance levels (D1) to higher ones (D4), which requires both training and sometimes difficult personnel decisions.

• Managers must focus on elevating all team members while addressing those who are unwilling or unable to improve, ensuring that only motivated individuals remain in the team.

• The goal is to cultivate a high-performing team (G4), achieving set objectives through effective delegation and support from capable staff (D4).

Delegation and Continuous Growth

• Adopting a delegative management style (S4) allows managers time to strategize and develop their team's potential without being overwhelmed by daily tasks.

• While stability may seem appealing, it can lead to stagnation if managers do not continue developing themselves or providing new challenges for their teams.

Addressing Employee Reluctance

• Managers need to present new opportunities for growth; if they stop evolving personally, they risk losing top talent who seek advancement.

• The ideal management model encourages continuous professional development through collaboration with motivated employees who allow managers to operate effectively in a C4 format.

Handling Unwillingness Among Employees

• The discussion shifts towards strategies for dealing with unmotivated employees. A structured approach is necessary when facing reluctance or lack of capability among staff members.

• A practical guide will be provided on how to address issues of unwillingness among employees, emphasizing communication about perspectives that may not have been clear previously.

• Understanding employee categories such as D2 (unable/unwilling due to knowledge gaps) and D3 (able but unwilling), helps tailor approaches for motivation and engagement effectively.

Employee Communication and Career Development

Importance of Open Communication

• Engaging with employees requires understanding their openness; if they are closed off, communication becomes a one-sided monologue about company prospects.

• Lack of openness leads to superficial interactions where employees may claim everything is fine while feeling disengaged from goals and tasks.

Building Long-Term Relationships

• As a leader, fostering long-term relationships is crucial; individual meetings should focus on employee performance and aspirations.

• Leaders should provide a "helicopter view" of the company's direction, helping employees understand potential career paths within the organization.

Career Development Perspectives

• Employees often lack clarity on career advancement opportunities; leaders must communicate available roles and growth trajectories clearly.

• Discussing potential promotions or changes in leadership can motivate employees who feel stagnant in their current positions.

Salary Expectations and Market Awareness

• Many employees have unrealistic salary expectations based on market trends; it's essential to explain how company salaries compare to industry standards.

• Transparency about compensation structures helps manage employee expectations regarding pay relative to their contributions.

Employee Growth Stories

• Sharing success stories within the company can inspire employees by showcasing real examples of career progression.

• Highlighting opportunities for equity participation can motivate key contributors who may not realize their potential for ownership in the business.

Professional Development Opportunities

• Encouraging participation in conferences and public speaking can enhance an employee's professional profile, making them feel valued and recognized.

Insights on Publishing and Business Development

The Importance of Quality Content

• The speaker emphasizes the ease of publishing quality thematic materials, particularly in their field, which is highly relevant and beneficial for companies.

• They highlight collaboration with top-tier clients across various regions, including Kazakhstan, Bulgaria, and Ukraine, showcasing a strong portfolio of recognizable brands.

Brand Recognition as a Trust Indicator

• An anecdote illustrates how brand recognition can influence perceptions; customs officials recognized a client brand (2LX), leading to an expedited interview process.

• The speaker notes that working with well-known brands serves as a significant quality indicator for their services.

Supporting Employee Entrepreneurship

• There’s an open culture within the company regarding employees wanting to start their own businesses; this is seen positively rather than as a conflict of interest.

• Employees are encouraged to broaden their perspectives and learn from their experiences within the company before venturing out on their own.

Learning Through Internal Opportunities

• The speaker shares advice given to an employee interested in entrepreneurship: gain experience by managing projects or departments within the company first.

• This approach allows employees to develop necessary skills while contributing to the company's growth before starting their own ventures.

Building Partnerships and Community

• The importance of partnerships is highlighted; having around 40 partners across 20 companies fosters collaboration essential for business success.

Motivating Employees: Challenges and Strategies

Understanding Employee Motivation

• The speaker discusses the difficulty of motivating employees, emphasizing that it's normal for some to leave despite management's best efforts. Managers should not feel guilty if they have tried everything and still face employee turnover.

• A statistical analysis reveals that only 25% of employees can be successfully motivated back into the company culture after leaving, indicating a significant challenge in retaining talent.

• Managers are reminded that they are not psychologists or therapists; their role is to create a supportive environment with good conditions and relationships, but ultimately, if an employee does not want to engage, it may be time to let them go.

Managing Underperforming Employees

• The speaker advises against micromanaging or dragging underperforming employees along personally. This approach is deemed ineffective and detrimental to both parties involved.

• While it’s possible to achieve goals with a disengaged team, the speaker suggests replacing such teams rather than clinging to them out of emotional attachment. Prioritizing the longevity of the department over individual attachments is crucial.

Case Study: New Employee Integration

• A case study illustrates how one manager dealt with a new hire who was struggling to adapt. The manager sought advice from a CEO on effective communication strategies for onboarding new employees.

• By discussing the value of working in IT and understanding what motivates the new employee, they were able to align job responsibilities with personal aspirations—leading to improved performance during their probation period.

Employee Management and Motivation Strategies

Employee Challenges and Situational Models

• The company faces challenges with an employee who worked for six months before relocating due to war, raising concerns about the employee's future and loyalty.

• After two years of leaving and returning, the employee has become loyal to the company, highlighting the importance of recognizing commitment in management practices.

• The Hersey-Blanchard situational leadership model is recommended for understanding different employees' needs and applying appropriate management styles.

Management Styles and Team Development

• Emphasizes transitioning from a directive style (S1) to a mentoring style (S2), ultimately moving towards delegating tasks (S4) as team members mature.

• Encourages having quality conversations with unmotivated employees to potentially reignite their motivation by addressing underlying issues.

Decision-Making on Employee Retention

• If personal issues hinder an employee's performance despite efforts, it may be necessary to part ways rather than retain unmotivated staff.

• Discusses the dichotomy of "wanting" vs. "not wanting" and "can" vs. "cannot," which helps in assessing employees' capabilities and motivations.

Leadership Growth Through Assessment