One Important Difference Between Good and Excellent Managers

Good managers develop routines that help them work efficiently and effectively. These routines extend to their direct reports and allow everyone to meet expectations and minimize unnecessary decisions, indecision, and floundering. But there is one big difference between how good managers and the best managers do this.

Good managers focus on creating clear, well-defined routines. This makes their jobs easier and the orderliness and consistency leaves everyone feeling that everything is under control.

Excellent managers focus on creating clear expectations for results and mechanisms for ensuring progress, the removal of roadblocks, and the collaboration essential for smart results, smooth execution, and the anticipation and prevention of problems.

Can the routines of the good managers achieve the results of the excellent managers? Yes:

• As long as the routines do not become the driving force. Measure your success by tangible progress and the anticipation and prevention of problems, not by how smoothly and amiably everyone follows the routines.
• As long as the routines are truly efficient and avoid treadmill verbs. No reporting, reviewing, or sharing. Pursue only concrete decisions, specific plans and risks, and next steps. Why do we share? Because we want to know how our plans affect your plans, how your plans affect our plans, and what you can add to protect us from mistakes, assumptions, conflicts, and other risks. Everyone needs to learn to be specific about what they need from each other.
• As long your desire for consistency still allows you to treat individuals as individuals. Everyone needs different levels and types of structure and support to excel. One-size-fits-all routines guarantee wasted time and energy. Don't burden your superstars with bureaucracy. Foster self-awareness and help each employee identify the structures and support systems that work best for them.
• As long as the routines are effective, minimalist, and serve your direct reports, not yourself. Making your life easy is not the point.

Never lose sight of the outcomes. All your internal routines, systems, and rules must be in service to generating outcomes. Preferably outcomes for which customers are willing to pay or that improve a client's condition.

Ann Latham, founder and president of Boston area consulting firm Uncommon Clarity?, Inc., is known for helping executives create strategic clarity that transforms their leadership, galvanizes commitment, and doubles productivity. Her clients represent 38 industries and range from corporate giants, such as Hitachi, Medtronic, and Boeing, to non-profit organizations as diverse as Public Television and Smith College.

She is the author of The Clarity Papers: The Executive’s Guide to Clear Thinking and Better, Faster Results and three other books.

Visit her website for an abundance of free resources and special offers.

? 2021 Ann Latham. All Rights Reserved.