Experienced Managers -- How do you Succeed?

I have invited some graduates of our "EMSCP" (Level 3) program to share their perspectives on this question in the coming weeks. Hopefully, this will stimulate some further questions, commentary, and learning for all of us. Participate!

To kick things off, here are a few quick thoughts:

The UW is a paradoxical organization, both valuing independent thinking and a loyal hierarchy to role and tradition. Sometimes, it's hard to know which is essential in any given environment: You think you need to 'check in' with supervisors to get permission to move ahead on a project, only to find they want you to 'take the lead' on it. On other occasions, you find yourself getting criticism for not 'checking in' and 'keeping everyone informed' as you took independent action to improve service in a given area. This can be frustrating and confusing.

I find that if managers do three things consistently, it helps a great deal:
1. Keep Your Promises
2. Approach Crisis with Creativity
3. Act from a Place of Generosity

If we keep our promises and follow-through on our commitments, we generate a sense of practical trust and respect in our work environments. Our staff and customers can count on us; we don't vaguely leave them, "I'll check into that..." and never return. If you don't have the information yet, let people know the status of what you DO have... communicate regularly, and most importantly, do what you said you were going to do.

We all face crises, unexpected challenges that feel strange and overwhelming. As our staff approach us with these, or as we notice them coming down the road, it is important to stay flexible, share the burden of seeking answers, and look at creative responses to the situation. If the budget challenge is met with, "Well, we're gonna just have to make 10% cuts across the board," we are failing to consider other options. Instead, we need to take a step back, consider both cost-savings and revenue opportunities, and as a group think through the issue from a variety of perspectives. We might even engage a few key customers in helping us do that thinking.

Finally,when I say 'generosity,' I mean going beyond sharing your time and mentoring new staff... that is necessary, but not sufficient. Generosity means genuinely seeking ways we can share with one another the wealth we have: knowledge, services, etc. and often it means seeking partners and thinking first of customers. An example comes from the last budget crisis (yes, we have had them before) several years ago. Our Director, Don Schutt, responded by "temporarily" waiving the $110 fee for the PSM course required of new supervisors. Since department budgets were pressed, he didn't want the price to be a barrier to engaging in a required and important course. By doing so, people stayed engaged in professional development (which also broadens the role of our services) and our value of access to services was maintained. That 'temporary' fee waiver was six years ago...

So, those are three ways you get things to work around here, from my perspective. Contribute your own ideas! Read those of others!

My two cents,
Harry