Copyright © 2016 Peter Mills
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GOKO Management and Publishing PO Box 7109 McMahons Point 2060 Sydney. Australia First Edition Book Designed by Katherine Owen Library of Congress Cataloging-in-Publication Data Mills, Peter
Leading People: The 10 Things Successful Managers Know and Do / Peter Mills – First Edition
p. cm.
eBook ISBN: 9781613398197
ISBN: 978-1613398555
LCCN: 2015916815
1. Business – Leadership 2. Business – Management
Printed in Australia
Acknowledgements
I WISH TO thank Barry and Sheila Deane, from PeopleFit Australasia, who developed the original Leadership Framework based on the work of Elliot Jaques and Lord Wilfred Brown. They have kindly given me full access to their substantial and excellent work, without which I could not have written this book.
I also wish to acknowledge Peter Dawe, a business studies teacher, and Michelle McShane, a Human Resources Manager, both of whom reviewed early drafts of the book and made valuable suggestions for improvement.
Finally, I would like to thank my wife, Sue, who has been a constant reference point, helping me to clarify my thoughts and ideas.
Praise for Leading People
The Leadership Framework has improved my capability to deliver great HR as the principles and practices provide a systematic approach for diagnosing and resolving people issues through the lens of what is required to lead an organization, lead people, and manage effective relationships. Peter’s application is distinguished from other practitioners due to his pragmatic approach of what does and doesn’t work within the organizational context. He focuses on getting the best outcomes for an organization by understanding how to prioritize and focus on what will provide the greatest return on investment.
Zaklina Civijovski, HR Manager and Dave Ulrich HR Practitioner of the Year FINALIST
Managers seeking clear, effective, and pragmatic advice about specifically what to do and how to add value in their role should look no further. Much of what passes for new management thought is repackaged opinion. This research-based, tried and tested framework enables managers, their advisers, and their people to focus on meeting each other’s needs and deliver together on the purpose of their work. The predictive power of this framework to explain organizational life and its application to team problem solving is impressive. Once I integrated this framework into my daily work, I viewed my organization through an entirely different lens and changed my team’s experience of working together for the better.
Peter’s deep experience and understanding of HR combines with his gift for simple, effective, pragmatic strategy to create HR teams and systems that deliver great results for individuals and organizations. A conversation with Peter is like a HR masterclass. I have learned and achieved so much with Peter, and have every faith that you and your organization will as well.
Tod Campbell, Organizational Development Manager
I have found the principles and the tools of the Leadership Framework invaluable in diagnosing root causes of issues, and in being able to identify immediate, mid-term, and systemic interventions for sustainable change. The principles are very respectful of the dignity of all, and enable insights for identification of organizational issues and how to address them.
Amy Miszalski, Senior Transformation Leader
Contents
Principle 1 – Understand Your Role
Principle 2 – Understand and Respect the Role of Others
Principle 3 – Build Great Teamwork
Principle 4 – Build Mutual Trust and a Strong Manager-Employee Relationship
Principle 5 – Have Integrated Models for People and Work
Principle 6 – Create Effective Roles and Put Good People in Them
Principle 7 – Effectively Assign and Assess Work
Principle 8 – Coach and Develop Your Team
Principle 9 – Recognize and Reward GoodWork
Principle 10 – Continuously Improve and Lead Change
TO MEET THE challenges of today’s work environment, all employees must be focused on achieving business goals, with managers creating a work environment where personal effectiveness and continuous improvement is sought by all. In most organizations, however, this is not the case and managers are left wanting as they either don’t know what they need to do to be successful, or are not effectively supported by their organization to do their role – or both.
Over the years, there has been much talk about the role of the manager, building a high-performance workforce, improving staff engagement, changing an organization’s culture, increasing innovation, and effective change management without a clear understanding of what is required. This has resulted in a feeling of helplessness for managers who already feel overburdened by unclear and unfair expectations. As a result, managers are more and more outsourcing their work to others instead of performing their role, creating an industry of work for consultants. This damages or even breaks the strong manager-employee relationship that is needed for productive work.
This