As I read this excerpt of One From Many, a book by Dee Hock, I found myself saying Yes! Yes! Yes!
“Over the years, I’ve enjoyed discussions with hundreds of groups at every level in different organizations about any subject of interest to them. Nearly always it is management: either aspirations to it, dissatisfaction with it, or confusion about it. To avoid ambiguity, I ask each person to describe the single most important responsibility of any manager. The incredibly diverse responses always have one thing in common. All are downward looking–having to do with exercise of authority; with selecting employees, motivating them, training them, appraising them, organizing them, directing them, and controlling them. That perception is completely mistaken…
“The first and paramount responsibility of anyone who purports to manage is to manage self–one’s own inegrity, character, ethics, knowledge, wisdom, temperament, words, and acts. It is a never-ending, difficult, oft-shunned task. The reason is not complicated. It is ignored precisely because it is incredibly more difficult than prescribing and controlling the behavior of others.
“Without exceptional management of self, no one is fit for authority no matter how much they acquire. In truth, the more authority they acquire the more dangerous they become. The management of self should have half our time and the best of our ability. In the process, the ethical, moral, and spiritual elements of managing self are inescapable.
“Asked to identify the second responsibility of any manager, again people produce a bewildering variety of opinions, again downward-looking. Another mistake. The second responsibility is to manage those who have authority over us: bosses, supervisors, directors, regulators, ad infinitum. In an organized world, there are always people with authority over us. Without their support, how can we follow conviction, exercise judgment, use creative ability, achieve constructive results, or create conditions by which others can do the same? Devoting a quarter of our time and ability to management of superiors is not too much.
“Asked for the third responsibility, people become a bit uneasy and uncertain, yet their thoughts remain on subordinates. Mistaken again. The third responsibility is to manage one’s peers–those over whom we hve no authority and who have no authority over us–associates, competitors, suppliers, customers. Without their respect and confidence, little can be accomplished. Peers can make a small heaven or hell of our life. Is it not wise to devote at least a fifth of our time and ingenuity to managing peers?
“Asked for the fourth responsibility, people have difficulty coming up with an answer. They are now wary of thinking downward. They eventually again focus on managing subordinates for there is nothing else left. This time they are right. The fourth responsibility is to manage those over whom we have authority. The instinctive response is that one’s time will be consumed managing self, superiors, and peers. There will be little or no time left to manage subordinates. Exactly!
“Select people of good character, introduce them to the concept, go before and show them how to practice it, and encourage them to educe the process from their so-called subordinates. If those over whom you have authority properly manage themselves, manage you, manage their peers and replicate the process with those they employ, what is there to do but see they are properly recognized, rewarded, and stay out of their way?”
This may sum up my philosophy on management better than anything else I’ve read. Do you agree?
15 Comments
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that was well said. i'll have to go get the book now. thanks for the post.
Yes. Home run.
As a Lead Pastor, I would love it if those "under" me "managed" me better instead of me always feeling like I have to manage the whole ship.
Looks good on paper, Tim. This is good Quadrant 2 stuff (important but not urgent) that can allow us to proactively prepare for godly success. What would be interesting to quantify is the reality of external pressures upon this model. What do our bosses, peers, and remaining team members (all unique to each of us) bring to the picture which affects our ability (and time) to focus like this and lead rightly?
"the more authority they acquire the more dangerous they become"
Great Post.
M_
That is Evernote worthy there. Thanks Dee. Now another book to add to the kindle.
great way to easily sum up the responibilities of management. I’m adding that book to my to read list.
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This post was mentioned on Twitter by PamWyess: Leaders: A MUST read– >RT @timastevens: Managing subordinates is NOT the most important part of management. http://bit.ly/aZOmpf...
I've managed people for 13 years. At first I thought it was about directing my subordinates' tasks. But I grew to see that it was really about maximizing their strengths, coaching their weaknesses, harnessing their ideas, and removing the roadblocks to their success. I can see how managing myself, my superiors, and my peers only helps me to do those other things.
I have always worked under the philosophy that we lead people and manage things. I find it very difficult to manage what others do, especially peers and supervisors. We can hope to influence their actions, but cannot control them. The first responsibility is dead on and it correlates with step 1 in emotional intelligence.
Great perspective on what management is really all about! Thanks for the post!
Fantastic post, I will share with people here in Australia. (Gods country)
[...] Tim Stevens shares some good thoughts about “Managing Subordinates.” [...]
You guys at Granger continue to amaze me and inspire me. This article and quotes from Dee Hocking are challenging and well timed. Thanks Tim
Tom Rawls
Tim,
On your blog or on Granger's website you used to have a synopsis of what your role was as Executive Pastor. I have tried to pattern my ministry after that statement. I've spent the last five minutes looking for it. But it went kind of this way, that you were providing the resources the greatest church staff in the world needed to do their ministries. I love that side of management. If you've picked the right people, your (our) role is to give them the resources they need and get out of the way!
Thank you for that example of management.
Blessings,
Dave