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PA RT 1

MANAGING
YOUR TEAM

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We all have to work with people. These may be loosely known as a

team, department, squad, creweven a posse. It doesnt matter. The
mistake a lot of managers make is to think they are managing people.
They think that people are their tools. Make the people successful
and you have the successful manageror so the theory goes.
But unfortunately this is a myth, and we need to see that the real role
of the manager is to manage processes rather than people. People can
manage themselves if you let them. What you need to be concentrating on is the real job of managementthe strategy. The team is
merely a means to fulfilling that end. If all your people could be
replaced by machinesand how many of us havent prayed that this
might happen?we would still need a strategy, still manage the
process.
The people may have disappeared and been replaced by automatons,
but the real job would still be there. The good manager is managing
change, process, strategy, progress, and balance. In all of this we
might need our people, but we also may not. We cant ignore the
people, of course, but we should be handing over as much selfmanagement to them as we possibly can.

PEOPLE CAN MANAGE

T H E M S E LV E S I F Y O U L E T
THEM.

THE RULES OF MANAGEMENT

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W H AT Y O U N E E D T O B E
C O N C E N T R AT I N G O N I S
THE REAL JOB OF
MANAGEMENTTHE
S T R AT E G Y.

Of course we, as managers, have to work with real flesh-and-blood

people and we have to know what motivates them, how they think
and feel, why they come to work, why they give their best (or their
worst), what they are afraid of, and their hopes and dreams. We have
to encourage them, coach them, give them the resources to do their
job and manage themselves, oversee their processes, and set their
strategy for them. We will worry about them, look out for them, be
on their side and support them. But we wont manage them. We will
let them manage themselves while we concentrate on our real role as
a manager.

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RULE 1

Get Them Emotionally

Involved
Work for something because it is good, not just
because it stands a chance to succeed.
Vaclav Havel, President of the Czech Republic

You manage people. People who are paid to do a job. But if it is

just a job to them, youll never get their best. If they come to
work looking to clock in and clock out and do as little as they can
get away with in between, then youre doomed to failure, my
friend. On the other hand, if they come to work looking to enjoy
themselves, looking to be stretched, challenged, inspired, and to
get involved, then you have a big chance of getting the very best
out of them. Trouble is, the jump from drudge to super team is
entirely up to you. It is you who has to inspire them, lead them,
motivate them, challenge them, get them emotionally involved.
Thats okay. You like a challenge yourself, dont you? The good
news is that getting a team emotionally involved is easy. All you
have to do is make them care about what they are doing. And
thats easy too. You have to get them to see the relevance of what
they are doing, how it makes an impact on peoples lives, how
they provide for the needs of other human beings, how they can
reach out and touch people by what they do at work. Get them
convincedbecause it is truethat what they do makes a
difference, that it contributes to society in some way other than
filling the owners or shareholders pockets, or ensures that the
chief executive gets a big fat paycheck.

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RULE 1
And yes, I know its easier to show how they contribute if you
manage nurses rather than an advertising sales team, but if you
think about it, then you can find value in any role and instill pride
in those who do whatever job it is. Prove it? Okay. Well, those who
sell advertising space are helping other companies, some of which
may be very small, reach their markets. They are alerting potential
customers to things they may have wanted for a long time and may
really need. They are keeping the newspaper or magazine afloat
because it relies on ad sales income, and that magazine or
newspaper delivers information and/or gives pleasure to the
people who buy it (otherwise they wouldnt, would they?).
Get them to care because thats an easy thing to do. Look, this is a
given. Everyone deep down wants to be valued and to be useful.
The cynics will say this is nonsense, but it is true, deep down true.
All you have to do is reach down far enough and you will find
feeling, concern, responsibility, and involvement. Drag all that
stuff up and theyll follow you forever and not even realize why.
Oh, just make sure that youve convinced yourself first before you
try this out on your team. Do you believe that what you do makes
a positive difference? If youre not sure, reach down, deep down,
and find a way to care.

GET THEM CONVINCED

BECAUSE IT IS TRUE
T H AT W H AT T H E Y D O
MAKES A DIFFERENCE.

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RULE 2

Know What a Team Is

and How It Works
Gettin good players is easy. Gettin em to play
together is the hard part.
Casey Stengel, former manager, New York Yankees

So what is a team and how does it operate? If we are going to be

successful managers, we have to know the answers to these
questions.
A team isnt a collection of people. It is an organization with its
own dynamics, qualities, and conventions. Without knowing
these things you will flounder. Knowing them, you can work your
team to achieve greatness.
In every team there are a variety of people all pushing and shoving
in different directions and with unequal force. Some shove louder,
if you know what I mean. Others are happy to push from the
back. Others dont appear to be doing anything, but youll need
them for ideas.
If you havent looked at team dynamics before, I urge you to read
Meredith Belbins Management Teams: Why They Succeed or
Fail.*(If you have, pass right on to the next Rule.) This is designed
for managers concerned with achieving results by getting the best
from their key people. Ill paraphrase what he says, but I do urge
you to practice what he preaches.

* R. Meredith Belbin, Management Teams: Why They Succeed or Fail, ButterworthHeinemann, 2nd edition 2003.
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RULE 2
Belbin says that there are nine team rolesand we all carry out
one or more functions of these team roles. Yes, it is fun to identify
our own, but it is much more useful to identify your teams and
then work with that information.
The nine team roles are as follows:
The PlantThey are original thinkers; they generate new
ideas; they offer solutions to problems; they think in radically
different ways, laterally, imaginatively.
The Resource InvestigatorThey are creative; they like to take
ideas and run with them; they are extroverted and popular.
The CoordinatorThey are highly disciplined and controlled;
they can focus on objectives; they unify a team.
The ShaperThey are very achievement orientated; they like
to be challenged and to get results.
The Monitor EvaluatorThey analyze and balance and weigh;
they are calm and detached; they are objective thinkers.
The Team WorkerThey are supportive and cooperative; they
make good diplomats because they only want what is best for
the team.
The ImplementerThey have good organizational skills; they
display common sense; they like to get the job done.
The CompleterThey check details; they tidy up after
themselves; they are painstakingly conscientious.
The SpecialistThey are dedicated to acquiring a specialized
skill; they are extremely professional; they have drive and
dedication.
Now you know who you might have in your team. So what
exactly is a team and how are you going to make yours more
effective? Again, read Belbin and also come to understand a team
is a group where all the members focus on a collective target. A
team doesnt come together well when each individual member
focuses on their own targetbe that just getting to the end of the
day, their own personal progress, how to betray the boss (thats
you, by the way), use work as a social club, and so on.
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RULE 2

A TEAM DOESNT COME

TOGETHER WELL WHEN
EACH INDIVIDUAL
MEMBER FOCUSES ON
T H E I R O W N TA R G E T.

Youll know you have a team when you hear we and us more
often than I and me.
Youll know you have a team when difficult decisions become
easybecause someone says, Its okay, were all in this together.
Youll know you have a team when the team tells you it is a team.

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RULE 3

Set Realistic Targets

No, Really Realistic
Lets make a dent in the universe.
Steve Jobs, CEO, Apple

When I was doing research for this book, someone said that
setting realistic targets was unrealistic and that all targets should
be stretching ones because that would impress the board. Now,
can you see the problem here? Yep, were not talking about
motivating a team, getting a job done, creating an atmosphere of
success and creativity. No, were talking about impressing the
board. Now on paper that might be a smart thing to do if your
board is made up of monkeys, but I bet it isnt. I bet its made up
of pretty shrewd cookies who would see through a maneuver like
that in a nanosecond.
When I say realistic, I dont say lower or easy-to-achieve targets. I
say realistic. That might mean taxing. It might mean a struggle. It
might mean your team has to redouble its efforts, work harder,
longer, smarter. But Rule 3 says realistic, and that means
achievable, within your grasp. And yes, you might have to stretch
a bit.
Realistic means you know what your team is capable of and what
is expected by your bosses. Somehow you will have to marry the
two to keep both sides happy. You cant pressure your team out of
existence, nor can you let your bosses think youre lazy.
If your bosses insist on setting targets that arent realistic, you
must feed that back to them. Dont argue or procrastinate; feed it
back to them. Ask how they think the targets could be achieved.

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RULE 3
Say they are unrealistic. Be very well prepared, make your case
that the targets are unrealistic and ask again how they think they
could be achieved. Suggest a realistic target of your own, well
supported by facts and figures. Keep feeding the problem back to
your bosses and asking for clarification. Sooner or later they must
set a more realistic target or order you to achieve the impossible.
Either way, you are resolved of the problem. If they set you
realistic targets, then all you need to do is meet them. (You know
you can do this.) If they order you to fulfill unrealistic ones, you
are also in the clear; when you fail to achieve the unachievable
you will be able to explain that at the time you did register your
protest and bring your case back to them.

KEEP FEEDING THE

PROBLEM BACK TO YOUR
BOSSES.

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RULE 4

Hold Effective Meetings

No, Really Effective
The ideas that come out of most brainstorming
sessions are usually superficial, trivial, and not
very original. They are rarely useful. The process,
however, seems to make uncreative people feel
that they are making innovative contributions
and that others are listening to them.
A. Harvey Block, CEO, Bokenon Systems

Weve all been to themthe meetings that drag on, people who
ramble, agendas written on the back of an envelope or spur of the
moment, any-other-business surprises, lack of information, insufficient notice.
As a manager you will have to hold meetings. Make them
effective. Decide in advance what the objective of the meeting is
and make sure you meet that objective.
Basically, meetings only have four purposes:

To create and fuse a team

To impart information
To brainstorm ideas (and make decisions)
To collect information (and make decisions)

Some meetings might cover one or more of these, but you should
still be aware of that and add it into your objective. If your
meeting is to impart information, then do it and get the heck out.
If its a discussion about that information you want, then thats a
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RULE 4

D E C I D E I N A D VA N C E
W H AT T H E O B J E C T I V E O F
THE MEETING IS AND
MAKE SURE YOU MEET
T H AT O B J E C T I V E .

different type of meeting and as such should have different objectives. Be aware that some meetings are there to help your team
meet each other, bond, socialize together, find out about each
other, and see you in your true role as the team leader.
If you want your meetings to be effective, then remain firmly in
controlno wishy-washy democracies here. You are the manager
and you are in chargeend of story. To be effective you shouldnt
allow anyone to reminisce, ramble, refuse to be quiet, or relax.
Keep em moving fast and get them out the door as soon as you
can.
You dont do any other businessever. If its important it should
be on the agenda. If it isnt, then it shouldnt be there at all. Any
other business is invariably someone trying to put something
over on someone else. Dont allow itever.
Hold all meetings at the end of the day rather than at the
beginning. Everyones anxious to leave for home and it keeps
meetings shorter; at the beginning of the day everyone has plenty
of time to digress and chat. Of course, if it is a bonding meeting,
you can hold it at the beginning of the day.
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RULE 4
See how many meetings you could hold by e-mail, phone, one to
one. (Cut out everyone who isnt absolutely essential.)
Start all meetings on time. Never wait for anyone. Never go back
over stuff for latecomers. If theyve missed something vital, they
can get it from others after the meeting and itll learn em to be on
time next time.* Useful tipnever schedule meetings to begin
exactly on the hour, always say 3:10 rather than 3 oclock. Youll
find people will always be more punctual if you set an odd time.
Try 3:35 if you want to be really wacky.
Schedule the meeting far enough in advancebut not too far
so that no one can say they had something else scheduled.
Confirm the day before with everyone to make sure they have
remembered and can make it.

S TA RT A L L M E E T I N G S O N
T I M E . N E V E R WA I T F O R
ANYONE.

* The Toad, having finished his breakfast, picked up a stout stick and swung it
vigorously, belabouring imaginary animals. Ill learn em to steal my house!
he cried. Ill learn em, Ill learn em! Dont say learn em, Toad, said the
Rat, greatly shocked. Its not good English. What are you always nagging at
Toad for? inquired the Badger, rather peevishly. Whats the matter with his
English? Its the same what I use myself, and if its good enough for me, it
ought to be good enough for you! Im very sorry, said the Rat humbly. Only
I THINK it ought to be teach em, not learn em. But we dont WANT to
teach em, replied the Badger. We want to LEARN em learn em, learn em!
And whats more, were going to DO it, too! (Kenneth Grahame, The Wind in
the Willows)

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RULE 4
You decide who keeps the minutes and make sure they do, and
to your satisfaction. You dont have to be bossy or aggressive about
this, just firm, friendly, and utterly in control.
Make sure every point on the agenda ends up with an action plan
no action plan means it was just a chat. Or a decision, of course.
If meetings are getting too bigmore than six peoplestart to
subdivide them into committees and get your committees to
report back.
And most important of allengrave this one on your heartall
meetings must have a definite purpose. At the end of the meeting,
you must be able to say whether or not you met that purpose. Oh
yes, and hold all meetings on uncomfortable chairs (or standing,
la West Wing)that speeds things up considerably.

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RULE 5

Make Meetings Fun

Dont tell me you lost your sense of humor
already?
Roger Rabbit in Who Framed Roger Rabbit?

I guess that when you were working your way up to your illustrious position of today you had to sit through many interminable
meetings, all boring, all stupifyingly dull. Well, the pattern has to
be broken somewhere, and Im relying on you to break it. The old
ways of doing meetings has to stop, and youre the very person to
do it.
So lets make em fun. Now, before we go on, I remember a tip I
read somewhere. Basically you were supposed to give out five
coins to each meeting member and when they wanted to speak
they had to spend a penny. Once they had used up their coins
they were done and couldnt say anything more. It was supposed
to make people really cautious about speaking and reluctant to

T H E O L D WAY S O F D O I N G
M E E T I N G S H A S T O S T O P,
A N D Y O U R E T H E V E RY
PERSON TO DO THE
STOPPING.

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RULE 5
spend all their coins on trivial topics. Fun? Maybe. But it would
also get you quite a reputation as a fool and/or an ineffectual
meeting leaderas would other suggestions, such as the
following:
Costumes
Food and/or drink (unless its lunchtime, in which case thats
functional, not fun; or if you take your team out to a restaurant
or to a bar, and then its not a meeting, its a bonding session
or a thank you, of course: see Rule 17)
Games, quizzes, or contests of any type
Having small surprises such as chocolates hidden under the
chairs
A talking stick (dont aska New Age Californian thing)
Blindfolds
Letting the most junior member chair the meeting.
All of these head toward farce, ruin, and idiocy. Dont go there.
So how can you lighten things up without looking like a fool? Well,
for a start fun doesnt have to mean silly or stupid or unfunny.
Fun means not being stuffy, allowing people to be themselves and
to bring their own contribution. Fun means allowing people to
share things that have made them laugh without being frowned
on. Fun is about letting people tell stories or anecdotes that
lighten the mood. (Just know when to say, Okay, back to work.)
Fun means being flexible enough to allow other suggestions as to
where and how you all meet. Perhaps your organization has a
great boardroomcould you meet there? Or outside if the
weather is good.
The confident managerthats youcan be flexible because they
are relaxed and cool and confident. The stuffy manager is
frightened because they feel insecure and seek a rigid approach to
prop up their lack of self-confidence.

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