This course focuses on the common human resource ("people") challenges faced by existing private businesses when they attempt to grow substantially. PART 1 OF THE GROW TO GREATNESS COURSE IS NOT A PREREQUISITE FOR TAKING THIS COURSE.
Becoming a Leader
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來自 University of Virginia 的課程
走向伟大：私人企业的理性成长，第二部分
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從本節課中
The Entrepreneur Must Grow Too!
This week will look at the role of the entrepreneur in growing a business. The required reading is Edward D. Hess, “Barbara Lynch Gruppo: An Entrepreneurial Journey,” Case Study. There are two optional readings “Global Medical Imaging, LLC” and “Growth is the Dynamic Confluence of Strategy” in this module also.
與講師見面
Edward D. HessProfessor of Business Administration
Darden School of Business
Welcome back! Nice to have you.
We're covering important stuff. This is the hardest part.
This content here is the hardest part of the four weeks.
So bear with me. Stay with me.
Alright? It's sort of the building block.
The theory x, the theory y, the impact of how you treat people on employee
engagement. And the fact that employee engagement is
linked to high performance, happy customers.
And the fact of the smiley face of the employee results in the smiley face of the
customer, which results in more business, loyal customers, success.
The second big transition is from manager to leader.
You become a leader when you have to, if you will, manage managers.
Now think about it, as a leader of managers you've got to engage those
managers, and in effect teach them how to delegate.
Teach them how to inspire. So you're not teaching them how to do a
functional job. You're teaching them how to manage.
Leadership is teaching managers. How to manage and lead employees and every
manager is a different person. How you teach Jim is different than how
you would teach Juan. How you teach Jane, is different than how
you would teach Louis. Now, there's some common principles here
that you're going to be teaching. The content would be the same but it's how
you engage people, because every person learns differently.
Okay? Do they learn best by listening, best by
reading, best by doing, best by what combination.
And also, you learn people's sensitivities to feedback, what's the best way to get my
point across so they learn. Okay?
Jim Just wants it straight. This is a problem, how can we fix it?
Billy can't take it that straight. Billy's gotta have it in context.
Let's talk about this process here. Let's go back.
Why is it important? Where does it fit in the entire value
chain? Well we are having some trouble over here
how do you think would be the best way to fix these problems Billy, that's a
different conversation and understanding your people, okay and you cannot lead,
alright and manage managers unless, all right?
You can engage them and given them meaning in their work.
Now, we're taking it even to a higher level, because this is what takes
emotional intelligence, all right? So, managing managers is different than
delegating and managing employees. It's more complex.
It's at a higher If you will, complexity level, because it's true that manager,
that you will then manager to get your message, your values, the quality
standards, the processes out to his or her 10 employees, 7 employees, they manage.
It's sort of like building that pyramid of excellence.
As a leader in managing managers, you've got to learn how to have respectful,
difficult performance conversations. This is hard for everybody.
And there are ways to do it and ways not to do it to be effective, but the only way
to learn it to first study, to rehearse, to get advice from the people that are
successful leaders, but then you got to do it.
And you got to do it in the following ways: critic the performance, not the
person. Never start a performance review or a
correcting mistakes by, you are doing it wrong.
What message have you just sent? You have just told somebody, you are a bad
person. It's the performance.
The performance on this task, is not hitting the standards we need.
Let's look at the task. Alright?
Where are we having the issues? Where are we falling down on this task, on
this job? Okay.
How can we bring them up? How can your people rise to a higher
level, Mr. Manager or Ms.
Manger? It's the task, it's the performance.
Correct managers in private, not in front of the employees they manage.
Never, never, make a manager look bad or correct them in front of his or her
employees. It's important to have those conversations
in private, because you're building a relationship in trust.
And also, because you don't want your employees to lose confidence in their
manager. So, a leader, as a leader, you're going to
find out you can manage ultimately around 7 people.
I've had some CEO managed 10, 12, and what did they learn?
I can't manage them well. 7 or 8 is the general number, all right?
I want to throw in here what I call the paradox of growth because so many of the
entrepreneurs are studied told me this, and this is a very interesting point.
They said, I became an entrepreneur and many of these people left the big
corporate world because they got tired of company structure, company rules, no
flexibility, administrative stuff, bureaucracy, slowness.
And I just yearned for doing something very, very well.
Easily, and I was good at this and so I started this company.
And I was successful. And I hired employees.
And I grew. And then I had to make managers.
And I did that. And I made a lot of manager and I became a
leader. And then I had to become a conductor.
And guess what? Guess what?
I needed more structure and more rules and I spend all my time managing and leading
and not doing, and I ended up not where I was, but not where I wanted to be.
Growth changes the entrapaneur's job. It is the reason why some entrepreneurs
get to a level and say, I'm big enough because I'm happy here and I know growing
to the next level is going to create challenges and change my job so
fundamentally, I will not be happy doing that job.
Quiz 3. We're going to go over the best practices.
Short quiz. Take it.
Come back to me. And let's keep moving.
