How Do I Effectively Lead and Add Value

Submitted by Scott Brown
in
Management and Leadership

 Stumbled upon his site and wish I had come across it years ago!  I oversee several independent department heads (food service, IT, accounting, HR, facilities) in a nonprofit human services org w/approx 200 employees.

I struggle with how I can add value to my reports when they are subject matter experts in their disciplines and I don't have experience in any of them.  Most of my reports are late in their careers and look at their current role as the last job they want to have.

I do occasional one on ones to just keep in the loop as to what is going on with them, but don't feel like I can give any significant insight into their day to day work.  

I also struggle with trying to build a team among my reports, should I even try and do this?  Their work is so independent of each other that there is very little commonality or dependency that I can build on.  I have abandoned group meetings because I ended up just providing updates as to what was happening with the org and nobody else talking because all of their issues didn't impact anybody else in the room.  

Any thoughts on how to add value or how to be an effective manager in this situation is most appreciated.

~SB

 

 

Submitted by Sam Gamble on Sunday February 26th, 2012 12:41 pm

What is the feedback on your departments from the (internal) customers?
How do you know your directs are doing a good job?
Where I am there is quite a bit of integration between finance, IT, HR... (or there should be better integration) - are you well positioned there?
What about succession planning / the proficiency of your directs' directs.
If everything is going so well, could your departments contribute more to core service delivery?  cut costs and have more resources available for core service delivery?
When I first read this I thought (take it in the spirit with which its offered) - if you sort of don't know what they are doing, what value do YOU provide?  Maybe most of your time is spent on issues that are not related to these people who are reporting to you...

Submitted by Michael Thoming on Monday February 27th, 2012 9:25 am

It may sound strange, but I've found the same problem, even though I am also an expert in the field that my directs work in, having passed through their role on my way to management.  But I do face the same challenge in trying to figure out how to add value and make our weekly meetings useful for them and not something they just "want to get out of the way". 
I've found that I am the most useful to them when I get them to discuss the projects they're working on.  Just by talking out loud, they often see things they have been overlooking and can adjust their approach to be more effective.  Sometimes I can offer a third-party perspective and help them identify blind-spots they might have missed.  This approach of finding and identifying small adjustments has helped us avoid major mistakes for as long as I've been using these tools. 

Submitted by Scott Brown on Monday February 27th, 2012 9:02 pm

 Thanks for the replies.... I have worked hard the last couple of years trying to get the department heads to act independently and not check on with me on every issue and to really take ownership of their depts.  They have succeeded to the point where it feels like I am not needed.  I have other responsibilities so it is not like I have nothing to do, I just don't want to be letting my reports down by not giving them what they need.
I wonder if weekly O3s may not be appropriate for my role and org structure?
 
 
 

Submitted by Glenn Ross on Monday February 27th, 2012 10:08 pm

Perhaps before or concurrent with 03s you should get out and visit your directs' departments and experience what life is like through their eyes. If everything is running hot, straight, and normal, then you have the opportunity to provide some well deserved recognition. But I'll bet you'll find a couple of things, large or small, that needs to be changed. Potholes that need to be filled, barriers that need to be removed, darn good ideas that need to be shared.
Frequently, they can't see the forest for the trees. You can. When I travel with (in my case) front-line staff, I come back energized, I have a better understanding of their needs and I'm usually able to implement a few things to make them more effective.
Step away from the computer and break out your walking shoes.-)
Glenn
A fellow nonprofiteer