Identifying and selecting_the_best_managers_labmgr3-19

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Spot and Nurture Part I
Identifying and Selecting the Best
Managers From Your Laboratory Staff
Ron Pickett
Lab Manager Magazine

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Objectives:
 Identify the skills that highly
competent scientists and
technologists need to meet the
demands of management.
 Consider the history and unique
characteristics of your organization.
 Develop a selection list for comparing
the available candidates.

4
Introduction
 “How did you get to be a
manager?”
 Past history with selecting
managers.
 Fitting into company programs.

5
Review Current System
 Key elements.
 What works.
 What doesn’t!

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What does it take to change
the future?
Characteristics, actions and skills necessary
for successful change agents:
1. Recognize and flaunt the great skills we can
bring to the party.
2. Select managers based on their ability to
imagine, visualize and communicate a viable
and vibrant future.
3. Improve communication skills and
strategies.
4. Reward involvement in company politics.

7
What does it take to change
the future?
5. See change as an opportunity rather than a
threat.
6. Build strong relationships outside the lab.
7. Ask tough, challenging questions.
8. Get involved in the regulatory changes that
are required by advances in technology.
9.Demand more from our suppliers and
equipment manufacturers – they need to
help us look at the impact of their advances
beyond cost, speed and accuracy.

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Self Test
1. Do I like collaborative work?
2. Do I tend to become the leader of groups
in which I find myself?
3. Have I ever volunteered to coach or tutor
others?
4. Do I find it intriguing to work on thorny,
ambiguous problems?
5. Do I cope well with stress (e.g., extended
hours, tough personal decisions)?

Your Staff
 Separate yourself from your
emotions
 Inside or outside
 The Downside!
The Psychobarbarian Manager
By Ronald B. Pickett The Lab Manager October 2011
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Management
Competency Model
 What it means.
 How it’s developed.
 KSA’s
 Levels of Competence.
 Emotional Intelligence.

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A Real Model
 Problem Solving Cluster
 Interpersonal Influence Cluster
 Leadership Cluster
 Personal and Corporate
Effectiveness Cluster
• The Competent Manager; A model for
Effective Performance
• R. Boyatzis

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Review the Competency
Model
 Which competencies are naturals
for Scientists, and other Lab
professionals?
 Which are stretches?
 Which really go well beyond the
normal role of staff?
 Which truly define effectiveness?

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Problem Solving Cluster
 Conceptual Thinking.
 Innovative Thinking.
 Strategic Orientation.

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Interpersonal Influence
Cluster
 Impact and Influence.
 Listening, understanding, and
responding.
 Networking.
 Teamwork.

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Leadership Cluster
 Change Leadership.
 Sharing Responsibility.
 Holding People Accountable.
 Team Leadership.

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Personal and Corporate
Effectiveness Cluster
 Results Orientation.
 Commitment to Learning.
 Client Service Orientation.
 Concern for Political Impact.
 Flexibility.
 Organizational Awareness.
 Planning and Initiative.

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Selection and Analysis
Model
 Strategic Orientation.
 Networking.
 Sharing Responsibility.
 Concern for Political Impact.
 Organizational Awareness.

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Strategic Orientation
 Demonstrates a working knowledge of
the capabilities, goals, and vision of
the department.
 Takes calculated risks based on
economic, mission, and political
issues, trends, and processes as they
relate to the strategic objectives of the
department and its linkages with the
direction of the organization.

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Networking
 Establishes and maintains a network
of contacts to help understand
emerging issues and make informed
decisions.
 Identifies who to involve and when and
how to involve them to accomplish
objectives and minimize obstacles.

Great managers have the
following talents:
 They motivate every single employee to take
action and engage them with a compelling
mission and vision.
 They have the assertiveness to drive outcomes
and the ability to overcome adversity and
resistance.
 They create a culture of clear accountability.
 They build relationships that create trust, open
dialogue, and full transparency.
 They make decisions that are based on
productivity, not politics.
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SUMMARY
 Prepare For Next Webinar
Date: May 21, 2014
 Bring a list of your staff
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References and
Resources
1. Boyatzis R. The Competent Manager - A Model for Effective
Performance. New York; John Wiley and Sons: 1982.
2. Peter L, Hull R. The Peter Principle: Why Things Always Go
Wrong. New York; William Morrow & Company, Inc: 1969.
3. Pickett, R A Tale of Four Quadrants Vantage Point, April
2006, Volume 10, Number 4)
4. Pickett, RB The Psychobarbarian Manager, Lab Manager
Oct 2011
5. Pickett, RB Leading Change. Lab Manager, May 2010
6. http://www.bredemeyer.com/pdf_files/PoliticsCo
mpetency.PDF
7. http://www.employeeservices.gov.sk.ca/LMcompetencies
8. http://blogs.hbr.org/2014/03/why-good-managers-are-so-
rare/

Spot and Nurture Part II
Identifying and Selecting the Best
Managers From Your Laboratory Staff
Ron Pickett
Lab Manager Magazine
23

Objectives
 Continue review of Competency Model
 Begin assessing staff
 List opportunities for observation and
evaluation
 List opportunities for “Nurturing.”
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Sharing Responsibility
 Shares responsibility with individuals
and groups to increase their sense of
commitment and ownership.
 Assists in the coaching, learning, and
development of others.

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Concern for Political
Impact
 Is aware of how departmental issues,
program policies, and decisions
impact others while being sensitive to
the differing needs/agendas of various
stakeholders.

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Organizational
Awareness
 Acts with an understanding of the
department and organizational
purposes and processes and makes
departmental changes to resolve
issues or problems.

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Emotional Intelligence
 Political Awareness
 Accurately read key power relationships.
 Detect crucial social networks.
 Understand the forces that shape views and
actions of clients, customers, or competitors.
 Accurately read organizational and external
realities.
Daniel Goleman Working With Emotional Intelligence

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Staff Assessment
 List the staff members you need to
consider.
 Identify positive attributes of each.
 Consider development opportunities.
 What don’t you know?

 Compare the candidates in your
recruiting pool with the appropriate
management competencies.
 Select the laboratory professionals
with the best management potential.
 Develop the elements of a plan for
individual assessment, coaching, and
nurturing.
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Staff Assessment

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The Future
 The selections you make now may
manage a far different organization
than currently exists.
 What trends will have the greatest
impact on your successor?

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Staff Assessment
COMPETENCY Person 1 2 3
 Strategic Orientation
 Networking
 Sharing Responsibility
 Concern for Political Impact
 Organizational Awareness

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Opportunities for
Observation

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Opportunities for
Observation
 Assign staff members to committees,
task forces, or projects.
 Give them leadership responsibilities
at department-wide meetings.
 Ask them to attend a relevant
association meeting.

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Opportunities for
Observation (Cont.)
 Discuss their off-the-job activities,
including education, clubs, church,
etc.
 Send them to a management
development or training activity.
 Assign them a written project report
on a topic related to the laboratory.

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What to Observe
 Watch for the individual’s level or
intensity of involvement.
 Observe nonverbal communication.
 Pay attention to the questions they
ask .
 Set up challenging situations.
 Ask them what they think about
management.

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Questions to Ask
Yourself
 Do they participate in discussions
during department meetings?
 Do they coach or teach new skills to
others?
 Do they take a leadership position?
 Do they ask “Why” questions?

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Power
 What is their attitude about power?
 Do they question authority? In a
positive or negative way?
 Can they differentiate power that is
necessary to be an effective manager
from power that is purely for self-
aggrandizement?

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Alternative models
 Good to Great
 Humility + Will = Level 5 Leadership
Good to Great
Jim Collins
 Quiet Leaders
 Put things off till tomorrow.
 Pick your battles.
 Bend the rules, don’t break them.
 Find a compromise.
We Don’t Need Another Hero,
Joseph L. Badaracco
HBR September, 2001

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Working the Plan
 Explain and coach your employees
toward the management competency
model.
 Be objective – site specific examples
of behavior and areas for improvement
 Reward achievement.
 Expect slow progress (it took us a
long time to get the way we are).

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Working the Plan (Cont.)
 Describe what employees can expect if
they do become a manager.
 Hold rehearsals and practice sessions.
 Use performance appraisals to focus
on future development.

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References and
Resources
1. Boyatzis R. The Competent Manager - A Model for Effective
Performance. New York; John Wiley and Sons: 1982.
2. Peter L, Hull R. The Peter Principle: Why Things Always Go
Wrong. New York; William Morrow & Company, Inc: 1969.
3. Pickett, R A Tale of Four Quadrants Vantage Point, April
2006, Volume 10, Number 4)
4. Pickett, RB The Psychobarbarian Manager, Lab Manager
Oct 2011
5. Pickett, RB Leading Change. Lab Manager, May 2010
6. http://www.bredemeyer.com/pdf_files/PoliticsCo
mpetency.PDF
7. http://www.employeeservices.gov.sk.ca/LMcompetencies

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