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    Manage Like Your Momma: inside the minds of great managers
    Manage Like Your Momma: inside the minds of great managers
    Manage Like Your Momma: inside the minds of great managers
    Ebook88 pages1 hour

    Manage Like Your Momma: inside the minds of great managers

    By Denise Champagne

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    About this ebook

    Companies spend millions of dollars annually on management training, yet far too many managers remain ineffective. So, where is the disconnect? It seems management training focuses on ‘what to do’ rather than ‘how to think’. This is akin to the old adage about giving someone a fish, versus teaching them how to fish.

    “Manage Like Your Momma” is a business fable that demonstrates how a simple shift in mindset can have a profound effect on manager behaviors. It moves beyond Management 101 training, and into the arena of self-coaching. If you’re a fan of “Who Moved My Cheese?” or “The One-Minute Manager”, you will thoroughly enjoy this book.
    LanguageEnglish
    PublisherGatekeeper Press
    Release dateOct 20, 2019
    ISBN9781642377354
    Manage Like Your Momma: inside the minds of great managers

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      Book preview

      Manage Like Your Momma - Denise Champagne

      MANAGE

      LIKE YOUR

      MOMMA

      INSIDE THE MINDS

      OF GREAT MANAGERS

      Denise Champagne

      Manage Like Your Momma:

      Inside the Minds of Great Managers

      Published by Gatekeeper Press

      2167 Stringtown Rd, Suite 109

      Columbus, OH 43123-2989

      www.GatekeeperPress.com

      Copyright © 2019 by Denise Champagne

      All rights reserved. Neither this book, nor any parts within it may be sold or reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems without permission in writing from the author. The only exception is by a reviewer, who may quote short excerpts in a review.

      ISBN (hardcover): 9781642377330

      ISBN (paperback): 9781642377347

      eISBN: 9781642377354

      Library of Congress Control Number: 2019945111

      CONTENTS

      Acknowledgments

      Introduction

      Develop

      Engage

      Recognize

      Navigate Change

      Set Expectations

      Promote Teamwork

      Epilogue

      Final Thoughts

      ACKNOWLEDGMENTS

      I want to thank my handsome hubby and best friend, Larry Kirschner. Reviewing the same paragraph written twelve different ways was a testament to your love for me and to your endless supply of patience. Thank you for the brainstorming and bourbon sessions that helped shape so many aspects of this book. Life is full because of you.

      I’m eternally grateful to Pearl Rosenberg (a.k.a. Momma Pearl) for providing a lifetime of good parenting examples and for being so generous with your time and attention. You’re the best cheerleader on the planet – and a pretty good editor too! Thank you for always being there for me.

      To Karen Wishart, the greatest manager I’ve ever known. Thanks a bunch for being a wonderful role model and friend. My career would not have been the same without your support, guidance, and belief in me.

      Finally, I want to give a special shout-out to the crappy managers I’ve worked with over the years. You served as screaming examples of what not to do and forced me to hone my coaching skills. Thank you for inadvertently inspiring me to write this book!

      INTRODUCTION

      Why do companies spend millions of dollars every year on management training and incentives? Because they understand the importance of developing good leaders. Despite these efforts, far too many managers remain ineffective. As a professional coach, I have seen firsthand the impact that poor management can have on company performance. While some managers are simply ineffective, others are downright detrimental to a business.

      Practically speaking, I don’t think anyone sets out to be a weak manager. While some are unaware of their impact, others make conscious efforts to be good managers but still fall short. Perhaps we are missing a key ingredient.

      In working with hundreds of organizational leaders, I’ve noticed striking similarities between the actions of good parents and good managers. The best managers, like the best parents, offer praise, support, and guidance. As a result, they make others feel important, capable, and confident.

      Having observed this for more than twenty years, I can say these behaviors are consistent across time and circumstance. This leads me to believe that great managers are not simply acting out the behaviors learned in a training session any more than great parents are demonstrating what they learned in some kind of parenting classroom. Rather, they all share a common way of thinking that naturally leads to certain highly effective behaviors. This thought process could be the key ingredient that’s been overlooked.

      Most training materials focus on what to do rather than how to think. This is akin to the old adage about giving someone a fish versus teaching them how to fish.

      In psychology, there’s a theory that thoughts precede actions. Hence, if managers had an effective way to think about their roles, they might be more inclined to behave in a certain manner. Using this mindset, managers would then be able to respond effectively in most situations without needing to consult their human resources professional or Management 101 course materials.

      Let’s look at an example. When you get a driver’s license, you learn the rules of the road, such as stopping at red lights, going slower in neighborhoods, etc. When you actually get behind the wheel, do you run through a list of all the safe behaviors you learned? Or instead, do you subconsciously ask yourself, What is the safest thing to do in this situation? Typically, it’s the overarching mindset that guides your behavior.

      So, what is the mindset of great managers?

      The best managers, like the best parents, seem to view their role as nurturers. They sincerely believe they are responsible for others’ growth, success, and overall well-being. Less effective managers, on the other hand, generally do not see their roles this way. In fact, rather than feeling responsible for others’ well-being, many seem to maintain a certain emotional distance from the people they lead.

      If you think about it, it makes sense. The best managers don’t spend the most time studying management theories or techniques. The best managers are those who have a nurturing mindset that causes them to behave in a caring manner.

      There’s a plethora of literature indicating that a more caring approach to management has a positive impact on people and organizations. The correlation between the amount of concern employees feel and their level of engagement is well established. As one study revealed, employees want their managers to care about their personal lives, to take an interest in them as people, to care about how they feel and support their health and well-being.[1]

      Why focus on employee engagement? As savvy business leaders know,

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