How not to manage people

I recently had a chat with a coworker about management styles and how they can either inspire employees to work hard for their company or do the exact opposite. I'm fortunate to work for a company that many would argue inspires its work force to feel as if each person really makes a difference and desires to contribute to the company. There's a huge difference in being forced to sit at a desk for 40 hours a week and being motivated & driven to want to be there. Driving employees by fear, micromanagement, and prodding is a recipe for disaster. Making employees a part of the company and self-driven to succeed I'd argue is a path to win.

One of the things I've loved most about my job over the last 4+ years is that I've been able to travel to many fortune 500 companies & go inside their offices. I've been able to see how movie studios, car companies, technology manufacturers, banking institutions, and more are run and the dynamic inside. I've seen how their management treats the employees and the effects it has on workforces. It's been an incredible journey and I've been able to learn so much about the inner workings of other companies without having to actually work there. I've witnessed corporate cultures of great motivation and many times of complete discontent.

I'll leave specific company names aside, but talk about a few fascinating observations I've made.

One company runs like a totalitarianism. The owner founded this large company all by himself and wants his wishes and his wishes alone executed. He hires managers from the military as he feels they are trained not to question their superiors; they will blindly take orders from above and execute and will not generate "risky" innovative ideas. Well... this has resulted in a culture of fear and is one that breeds in-fighting, distrust, clawing your way to the top, and generally low morale. The founder wanted a world where only his voice mattered, and a dictatorship he has achieved.

Another company was the epitome of micromanagement. I walked into the office and it literally looked like a college computer science lab. The employees worked in an environment that looked like this:

Instead of small students at the computers, there were adult employees. Computers were smashed together even more closely, and employees looked generally quite miserable. There was practically no room to decorate and make a desk your own, no privacy, no ability to have a private conversation, no collaboration, no care for the individual, and the perfect setup for management to see what every employee worked on at any point in the day. You can bet this environment did not foster innovation or creativity but instead a desire to quit.

A third company I'll mention had the most crazy way of measuring an employee's contributions to the company: by the number of hours spent keeping your seat warm. The company didn't seem to value the actual reason why employees are hired: to produce specific results. Instead, they took every employee in the company and ranked them by the number of hours they worked per week. If the number was under 45, the employee was in the red zone. 45 - 55 was yellow. 55+ was green. I took an informal survey of a few of my peers and asked what kind of employee behavior this would encourage. The answers were all similar: surfing facebook more frequently from work, feeling disgruntled, not wanting to help the company out, and contemplating an exit strategy from the company.

Okay, enough of the depressing stuff. Not all companies are ran this poorly. I've seen some amazing management styles founded on trust, giving employees freedom to get their work done, and measuring results and not hours. It's your ship is an incredible book on effective management techniques and ways to truly motivate people to work together to achieve amazing feats. I highly recommend reading it and I promise you will learn many valuable lessons.

Busy != Productive

Busy != Productive.

(for non-geeks, the "!=" symbol is code meaning "is not equal to")

I spent many years in my career focusing on the wrong thing. I have always considered myself to be a driven person, and as such I felt the need to do something with every minute at work. My background in consulting and also defense largely caused this behavior, since people in these fields are paid hourly (or even in 15 minute increments) and must track where every bit of time goes. When I left these fields, this time tracking characteristic stayed. If I ever had free time at a job, I found myself hungering for any little task to work on where I could make someone happy and keep busy in the process. I never stopped to question if the true outcome of any given task was all that meaningful; I never asked if there was something more impactful I could be doing with my time. All that mattered was I was keeping busy and that at least one person valued the work I was doing. I always figured if a company was paying for my time that it was my responsibility to find ways to contribute with every moment.

Well, the longer I've been in the workforce the more I'm changing my attitude on this topic. I've encountered individuals who were so successful in just a few hours each day or each week that slacking off the rest of the time was okay. It's really a quality vs. quantity thing. In the world of sales, if you are able to drive a ton of revenue in a short period of time, the company is very pleased; exactly how many hours or minutes it took to accomplish that is irrelevant. It's the results that matter, not the number of hours or the sense of keeping busy. One of the most successful sales people I've met didn't work a traditional 40 hours per week and on plenty of occasions just stayed home on normal work days if there weren't significant tasks to work on. And guess what? Nobody cared, not even her manager. The results of her work were so strong that where every minute was spent didn't matter. What made her so effective was that she did the opposite of what I was doing; she tossed aside all the insignificant work and instead only spent time on tasks that largely impacted her goals. She probably worked 25-30 hour weeks and yet was producing far superior results to most peers. While she didn't put in a full 40 hours of work, she was intensely productive in those hours she did put in. Moral of the story: it's not keeping busy that's important; it's the end impact you make that matters.

I've found taking a step back and really evaluating everything you can work on is absolutely essential. Toss out the little stuff - it just doesn't make that much impact or truly matter. Focus on the big issues and make a noticeable impact for the company. I ask myself - in a few years, what will I and teammates recall about my contributions? What will make my resume shine the most? Chances are, the little tasks will be long forgotten and it's those fewer big things that will be remembered and actually matter. Not to mention it's those bigger tasks that will drive the business forward in measurable ways. Sure, this is common sense. But I do believe it takes a very talented person to be able to identify the unimportant time sucks, toss them aside, and be able to focus on the things that really matter.

On the topic of time management, Getting Things Done is a very popular book around my workplace. This book has a lot of great tips on how to get the most out of your limited time and how to maximize your productivity & impact on the business. If you're interested in becoming a more effective worker, I highly recommend giving this book a read.