How to Handle a Reactive Manager (Without Micromanaging) copertina

How to Handle a Reactive Manager (Without Micromanaging)

How to Handle a Reactive Manager (Without Micromanaging)

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 An underperforming manager who is good with people still has to be managed on the work, closely and with a date, no matter their title.The email was three sentences long. A customer Colby Morris's team had kept for years was done, and he already knew whose desk he was walking to. He had seen it coming three months earlier, in a one-on-one with a vice president who reported to him. The reason he didn't stop it comes down to one sentence that VP said in that room. In this episode, Colby walks through what that sentence was, why it worked on him, what it cost, and the four moves he'd use now so one line from a senior leader doesn't buy them a quarter.Episode Reference Guide"He didn't need me to hold his hand. He needed me to hold the standard." Colby Morris"That thought is the flinch dressed up as respect." Colby MorrisWhat is The Flinch framework for managing an underperforming leader?The Flinch is a four-move framework created by Colby Morris for handling an underperforming manager or executive who pushes back on your follow-up. It's named for the moment a leader feels themselves pull back after that pushback, because catching that moment is what prevents a three-week fix from becoming a three-month problem. The four moves are:Check the altitude.Set the distance by the work, not the title.Hear the line for what it is.Set the clock out loud.How do you know if a manager is reactive instead of proactive?Change the questions you ask them for about three weeks. Colby explains the difference between "what happened" questions and "what's coming" questions, and what a responder does when you ask the second kind.Why do leaders wait too long on an underperforming VP or director?Usually because of the title. Colby uses Andy Grove's idea of task-relevant maturity to explain why a senior leader can be fully mature for one part of the job and a rookie at the part that's slipping, and why managing the rank instead of the task is where it goes wrong.What do you say when someone accuses you of micromanaging?First you figure out whether you asked how or asked whether. Colby covers the difference, the one question that sorts fair pushback from a deflection, and the exact sentence to say back, calmly, before you wait.How do you set a deadline for an underperforming manager?Out loud, with both halves. The date, and what happens the day after the date if it's missed. Colby explains why most leaders skip the second half and why saying it is the kindest thing you'll do all month.Research referencedRobert Half, November 2012 survey of more than 1,400 CFOs: supervisors spend an estimated 17% of their time, nearly one day a week, on poorly performing employees.Jack Zenger and Joseph Folkman, "Your Employees Want the Negative Feedback You Hate to Give," Harvard Business Review, January 2014: 72% of respondents said their performance would improve if their managers gave them corrective feedback.Andy Grove, High Output Management, on task-relevant maturity.Resources mentionedHigh Output Management by Andy GroveThe Flinch framework by Colby MorrisRelated episodesWhen to Address Underperformance (Part 1 of 2)Performance Issue or Hiring Mistake? Make the CallHow to Hold Someone Accountable Without MicromanagingHard Work Won't Save Your Team After an Acquisition (How to Manage Up to New Leadership)How to Give Your Boss Bad News (Without Making It a Surprise)Connect with ColbyColby Morris is the Founder of NXT Step Advisors, offering executive coaching, leadership training, keynotes, and fractional operating leadership for founder-led and PE-backed companies.LinkedIn: linkedin.com/in/colbymorrisWebsite: NXTStepAdvisors.comSupport the showColby's LinkedIn ProfileNXTStepAdvisors.com
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