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Manager's Guide

Managers make all the difference. The Manager’s Guide focuses on the people side of the enterprise. This includes “How to” instructions in essential leadership skills—skills that are especially helpful for people with outstanding personal productivity who are promoted to supervisory positions where their contribution is based on the productivity of those they supervise. This Guide is an excellent review for managers with strong backgrounds in the field of management. Some of the topics covered in the 35 page Manager’s Guide include:

• Delegating
• Micromanaging
• Empowering subordinates
• Increasing engagement and productivity
• The concept of “flow”
• Strengths-based orientation
• Win-Win philosophy
• Interpersonal transactions
• Active listening
• Assertiveness
• Language of nurturing
• Performance reviews
• Time management

For working directly with participants using the Employee’s Workbook, the Manger’s Guide presents:

• An overview of LBO
• Manger’s role and responsibilities during the LBO process
• Setting employees up to win
• Mentoring and collaborating with employees on Big-Dream Objectives
• Career management conversations with direct reports

The Employee Workbook is divided into six parts. The manager’s role while working with participating employees during each Workbook section are:

Part 1: Make sure that the organization’s core ideology, mission, values, vision, and goals are presented to your people. Assist employees as they fill out the Company Compass. Manager’s Company Compass form is slightly different than the one in the Employee Workbook.

Part 2: Employees analyze their strengths. Then the employees set up one-to-one meetings with their managers for strength-based conversations. In these meetings, managers mostly listen, receiving information about their people.

Part 3: Many job descriptions are out of date. On the Existing Job Expectations Worksheet, employees list their responsibilities and activities in order of time spent on each, and write activities that play to their strengths in CAPS or bold typeface. Weakness-associated responsibilities and activities are listed in smaller type. Managers meet with their employees for one-on-one conversations about the information and look for advantageous adjustments in work assignments.

Part 4: Employees plan their Big-Dream Objectives (B-DO). These B-DOs are outside of their job descriptions and are not used as standards for annual performance reviews. The heart of LBO is the willingness of employees to devise audacious “stretch” goals. Managers hold one-on-one conversations to alter, reject, or collaborate on the B-DOs. Managers allocate resources and encourage their employees.

Part 5: Employees describe ideal jobs based on their strengths assessments. Managers converse individually with their people about future possibilities. Rather than “career planning,” think about “career management.”

Part 6: LBO moves at different rates for different people. At some point, it is time to reflect and update B-DOs in light of recent developments. Although these “stretch” objectives include specific target dates and criteria for completion, the objectives will occasionally need revision. Situations change and evolution happens.

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