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  • Writer's pictureBenjamin

๐Ÿฑ ๐—ง๐—ถ๐—ฝ๐˜€ ๐—ณ๐—ผ๐—ฟ ๐—š๐—ฟ๐—ฒ๐—ฎ๐˜ ๐— ๐—ฎ๐—ป๐—ฎ๐—ด๐—ฒ๐—บ๐—ฒ๐—ป๐˜

In chess, the pieces move simply in isolation but play becomes incredibly complex, especially when facing a formidable challenge.

Much has been written already on management skills, so I'll be concise and focus on a couple advanced moves.

๐—š๐—ผ ๐—™๐—ถ๐—ฟ๐˜€๐˜

Even as a servant-leader, I still recognize that sometimes the manager needs to be in front.

Share a User Guide* on yourself first, then ask others to share how they work and collaborate best.

Your most important decisions may be to define priorities, versus actually process, based on company goals and return on investment.

Face any bad news directly by admitting the problem and initiating a conversation, then facilitate ways to fix the problem.

๐—™๐—ผ๐—ฐ๐˜‚๐˜€ ๐—ผ๐—ป ๐—ข๐˜‚๐˜๐—ฐ๐—ผ๐—บ๐—ฒ

Managers often want to bear down on inputs to productivity, such as hours worked, activity done, and other easily measurable factors.

However, I encourage managers to determine desired outcomes and to explain any guardrails. Set a destination not the path.

If managers complain about employee behavior, but cannot objectively explain why, then I revisit those outcomes.

๐— ๐—ผ๐˜๐—ถ๐˜ƒ๐—ฎ๐˜๐—ฒ ๐——๐—ถ๐—ณ๐—ณ๐—ฒ๐—ฟ๐—ฒ๐—ป๐˜๐—น๐˜†

Understand unique drives. There are three main forms of motivation which help to describe peopleโ€™s motivation:

๐˜—๐˜ฐ๐˜ธ๐˜ฆ๐˜ณ โ€“ The desire to be seen as an influential figure. This person may be rewarded by leading a task force or meeting an investor.

๐˜ˆ๐˜ค๐˜ฉ๐˜ช๐˜ฆ๐˜ท๐˜ฆ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ต โ€“ The desire to see work get done. This person may be rewarded with clear appreciation and a new challenge to solve.

๐˜ˆ๐˜ง๐˜ง๐˜ช๐˜ญ๐˜ช๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ โ€“ The desire to have others see them. This person may be rewarded by acknowledging their efforts in front of the whole team.

๐—•๐—ฒ ๐—ฃ๐—ฟ๐—ผ๐—ฎ๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ

Good managers help employees to work productively. Great managers also look for ways their employees can grow.

Encourage training, mentorship, and other forms of support to prepare for more responsibility.

With projects and development, plan ahead like a chess master. Encourage excellence to improve performance.

๐—ฆ๐—ฒ๐—ฒ๐—ธ ๐—™๐—ฒ๐—ฒ๐—ฑ๐—ฏ๐—ฎ๐—ฐ๐—ธ

Actively soliciting othersโ€™ opinions increases your knowledge.

Questions like, โ€œWhat could I have done better in that meeting?โ€ or โ€œHow can I help you grow?โ€ prompt useful conversations.

Donโ€™t settle for sparse responses. Push to go deeper.

๐—ง๐—ถ๐—ฝ๐˜€ ๐˜„๐—ต๐—ถ๐—ฐ๐—ต ๐—ฎ๐—น๐—บ๐—ผ๐˜€๐˜ ๐—บ๐—ฎ๐—ฑ๐—ฒ ๐˜๐—ต๐—ฒ ๐—ฐ๐˜‚๐˜:

๐˜ˆ๐˜ฅ๐˜ฎ๐˜ช๐˜ต ๐˜Œ๐˜ณ๐˜ณ๐˜ฐ๐˜ณ๐˜ด โ€“ Describe the issue (no excuses), apologize, address, and plan to prevent. ๐™Ž๐™ช๐™˜๐™˜๐™š๐™จ๐™จ ๐™ž๐™จ ๐™ฃ๐™ค๐™ฉ ๐™ฅ๐™š๐™ง๐™›๐™š๐™˜๐™ฉ๐™ž๐™ค๐™ฃ, ๐™—๐™ช๐™ฉ ๐™ข๐™ค๐™ข๐™š๐™ฃ๐™ฉ๐™ช๐™ข.

๐˜ˆ๐˜ญ๐˜ญ๐˜ฐ๐˜ธ (๐˜–๐˜ฏ๐˜ญ๐˜บ) ๐˜๐˜ช๐˜ณ๐˜ด๐˜ต ๐˜”๐˜ช๐˜ด๐˜ต๐˜ข๐˜ฌ๐˜ฆ๐˜ด โ€“ Inadvertent first mistakes may happen, but second ones show a failure in learning, competence, or motivation and must be addressed swiftly and firmly.

In management and in chess, you need to be thoughtful and creating when facing complex challenges. There is always more to learn.

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