The Right Place – The 5 R’s of Management
I’ve shared with you already about my dad. He managed for 34 years of his life… and from the time I can remember he always preached the Five R’s to success in management.
The Right People at
The Right Time doing
The Right Thing in
The Right Place with
The Right Attitude
If you get all those items lined up correctly or “RIGHT”…you’ve got it! We’ve covered in past blogs the first three items of this equation:
The RIGHT Place is something we all dream about… The RIGHT Place in our personal life, in our spiritual life, in our physical life and in our professional life. Just take a look:
“Sometimes the wrong choices bring us to the RIGHT PLACE.”
“In your arms is my favorite PLACE.”
“Take care of your body, it is the only PLACE you have to live.”
“In time, things will fall, right into PLACE.”
“There is a time and a PLACE for everything…”
“All you need to do is get your head in the right PLACE and you will be unstoppable.”
The right PLACE makes all the difference in the world. Especially for a well run organization, business or school. Making certain that you have people where they can perform with confidence and self-assurance is critical for overall success. Keep in mind that this process however is not a once and done deal, it takes time, strategic thinking and purposeful placement of staff.
A manager should know their organization inside and out. As a manager you should be clear, just like in a game of chess, what the next three moves are going to be. Having this knowledge will enable you, as a manager, to make certain that the right PEOPLE get in the right PLACE.
Here are some tips to keep in mind when you are thinking about staff and where the right PLACE is for each of them.
Placement and transition of staff members needs to be done with deliberate thought. Think about things like:
what are their strong characteristics,
do they work well with the public,
how well do they handle stress,
what makes them happy.
You should know what you are looking for in the position that you are trying to fill. You know what you have open or what might come open in the near future. When you are interviewing a person, you never want to turn a strong candidate away. If you think the interviewee has potential, you want to think through what your needs will be in the near futures.
What areas might I have to or want to make changes?
Thinking three steps ahead of your organization sets you up so if you find a person that you feel would fit well with your team you can integrate that person immediately in an effort to ensure that your team is of the absolute highest caliber.
When you are deciding on where to place current staff members, take some thoughtful time to really evaluate the assets that the member brings to your team and how to best utilize those assets to ensure the success of your overall organization. Keep in mind this process is an investment in the person.
Moving a person to another position and they are not happy about it, it can be catastrophic. Think through the honest reasons for the move and then be willing to put it on the line for a frank discussion about the move.
It is better to Groom a person then to Broom a person.
Meaning work with a person to groom them into the staff member you need rather than getting rid of them and starting at the beginning. This is important if you like what you see but the fit is not just right. Maybe they are on time and always there. Maybe they have a nice attitude and make customers happy. If they have the basic qualities of ability, attitude, determination, and initiative you can probably find a home for them somewhere within your organization, business or school where they can find success.
Take the appropriate time to think through where you want to place them, with an open mind and an eye on the future. You will be investing a lot of time to groom them into the position that you want them in. Ultimately, your return on investment will be higher if you take the appropriate time to groom them properly.
Straight honesty with current staff members is the best policy.
Oftentimes you will find that a staff member is not performing at their peak ability in a position and it is during that time that you really need to think about, as I said before, where they can do their best work. Two things must occur synonymously:
You think it’s needed
The employee knows that you are moving them on a positive note because you providing them an opportunity to be successful.
Once you’ve decided on the new place for them to land there has to be a time for transitioning.
The transition itself should start with a heart to heart conversation between you and that staff member. Ask them some questions about where they believe they would do their best work. Where would they would feel most comfortable?
Once they’ve been moved, provide them some time to transition to feel comfortable in the new position and the new place. Transition time is different for different organizations, businesses and schools.
Training is an area that often is overlooked for staff members who have been part of an organization for a long period of time. A shame, if you ask me.
However, if you have decided to transition a staff member into a new place, training is an essential part of that process. That person, as well as a new hire, deserves the opportunity to be effectively trained in the new area so that they are able to do the job and meet the expectations that are put forth.
Depending on the nature of your business, when you train someone, you (or your designee) do the job and let the staff member watch you. Then you let them do the job and the trainer watches them and guides them through it. Let them know that they should tell you when the employee thinks they can take it over completely. Once they take it over the trainer still needs to touch base with them until complete mastery has occurred.
For current employees, ask them what training they think they need in order to effectively do the new responsibility. Keep in mind that if they have the core qualities that you need. If everything is a 9 or a 10 on all qualities, but they are a 6 on the job – this person is worth the effort.
Don’t forget: for some jobs a six is what you need to get the job done. It is better to keep the person with all 9’s and 10’s on qualities and a 6 on the actual job, than a person that gives you a ten on the actual job but they are chronically absent, or have a negative attitude or one that is high maintenance.
Know what you need! Fill the positions with the RIGHT PEOPLE and invest in their success.
Allowing your employee the opportunity of time is difficult for many organizations, however, it’s only fair. People need time in order to find their new normal, They need time in order to figure out the rules and the processes of the new place where they’ve been placed.
When you move someone in the effort to groom them and not “Broom” them, you must give them time to normalize to the new environment. To not give them enough time to learn the new processes and the new place is an injustice to that employee. The same is true for new staff.
They should have the opportunity to go through the transition, receive the proper training and be allotted an appropriate amount of time to become accustomed to the new situation. Once you have an employee to that point they have EARNED that job and that job becomes theirs. It is their job, their responsibility. It’s their job to keep , and grow with it. It’s also their job to lose, through not owning it.
Moving people from place to place without allowing the appropriate amount of time is just not good management
The last step in a purposeful placement of your staff is to talk with a staff member throughout the process. Debrief with them on what they think. Get new ideas from them on how to enhance the area they have been assigned to. Find out how their training is going and what other or additional training they may need. Talk with them frankly about their comfort level in the new place and be very clear what your expectations/goals are for them. Create a visual for them of what success looks like in this new position at 6 weeks, 3 months and a year.
Positive Reinforcement is a great way to keep to your staff engaged in the new position. Adjustments and critiques should happen throughout this time as well, in a constructive manner, with direct actions that need to occur and a deadline in your head by which you expect to see that happen. Ask the employee “How long do you think it will take for you to achieve this?” If it falls within your deadline, agree to move forward.
A person should never be walking around wondering where they are with “their job”. Everything should be on the table and clear to the employee… they should always know where they stand with you as their administrator/manager.
Clearly articulating your needs, goals and expectations from the beginning and then returning to them consistently ensures that everyone is on the same page.
You know, Daddy always said there were 5 R’s to management but honestly… there are 6! The sixth one (actually it should be the first one) is one that Dad did without even realizing it, he showed his staff RESPECT and in return, his staff had RESPECT for him. (You can see that in the deliberate and purposeful tips above. The underlying theme on all these tips is RESPECT.)
Great Managers and Leaders have the RESPECT of the team and for the team…. PERIOD.