Recently stumbled upon Management Tools, and glad I did! Great Job Mike and Mark, I love the "how to do" approach vs. the traditional "you should do". nothing is more frustrating than hearing or reading a piece of management advice that just says I should do x.. and there is no mention of exactly how to implement x..!
I am eager to apply MT concepts in my organization, but I am hesitant to do so due to the number of directs I have. I am a manufacturing supervisor with currently 64 directs and growing. One-on-ones is obviously where I would start with this roll out, but at 30 min per direct per week, that's over 30 hours per week. I don't discount the vast ROE I would gain by doing this, but at the risk of potentially dropping some large shiny orange balls.
My question: Is there a limit to the number of directs a manager has when one-on-ones are no longer practical, or should I limit the number of one-on-ones I do only my high performers?
If anyone has any experience with this, I would be more than thrilled to learn how you approached this dilemma.
Directs
I would not have any more that 15 direct reports. I went through a 200-300% increase in personnel in a Manufacturing environment and I had to concentrate on developing layers of supervision below me. First step, was training leads to become supervisors (company paid training, personal development meetings, etc.) Once those leads were ready, individually, I transferred certain employees as their direct reports (usually determined by shift or area). I retained all the Leads and Technicians as my direct reports (about 10-15), and each Lead had about the same number. It took the burden off me, plus I did not feel it was exactly fair to be evaluating the performance of people I rarely got to see working due to the size of the group (meetings, managerial duties, off-sites, etc.). I did retain the power over raises and disciplinary actions for the entire group, none could go through without my involvement, as a check-balance (plus, I was the account owner).
Wow!
The thought of 64 directs boggles my mind.
Ten or twenty years ago, I think the management school theory was that an effective manager should have no more than 6 directs. But that was before the Great Recession.
Limiting 03's to any one segment, high performers, left handers, or low performers, risks polarizing your team into "haves" and "have nots."I'd be very careful. However, there are those employees who are greatly respected by others. These "influencers" bear careful cultivation, but again, you must avoid the perception that they are your favorites.
Consider setting up a schedule so that everyone gets an 03 every 6 weeks. In the meantime, I'm sure you devote a specific amount of time to management by walking around. When you stop and engage someone in conversation remember the intent of an 03. I'm not suggesting you're going to have a 30-minute conversation that follows the format exactly, but you might be able to do the first part of the 03. You might then briefly touch on the 2nd, or jump briefly to the 3rd.
In other words, learn to do 03's on the fly. Not every impromptu conversation is going to be an 03. You just have to look for opportunities.
I would also be proactive in creating an open-door policy. However, you could just as easily be overwhelmed, so consider taking a lesson from college professors and let people know that on certain times each week, they can walk into your office and get your immediate attention. Some of these could turn into 03's.
Your mileage may vary, and perhaps someone else has a better idea. But this is what I would do.
My experience with this
Best recommendation I have: take a week to determine what specific times on specific days you're available each month and dedicate those times to O3s.
I manage about 40 directs. Most have a second job/school. Like you, weekly O3s with every direct are not effective. Scheduling them at all is hard since I have to work around their primary jobs and school. And, O3s are effective so I do them.
I have one direct, my in-store training coordinator, with whom I meet bi-weekly. Then, since I'm a shift worker I print out my schedule each month showing the predetermined open time slots I have dedicated to O3s. That laminated paper then gets filled in as directs schedule O3s with me. In my work, people are always asking for more responsibility, better shifts, and perks that they must earn. These are the people I schedule first.
*These are not "Manager Tools" O3s!* Though they follow the 15-15-Goal format.
Good luck to you and please revive this thread as I am craving recommendations on improving this system!
David