Managing managers

I once read this definition of what it means to be a leader, according to Bloomberg‘s CEO, Dan Doctoroff:

– Big vision
– Delegate on great people
– Relentless focus on execution

These days, Joan Pau Fisas, the HR manager at InfoJobs, and myself have been discussing how can we develop a model for managers that helps them know if they are leading according to the company’s culture and values.

We have not finished the model, but these are my reflections, so far:

Big vision: We need managers that contribute to the company’s vision and ambitions. If we want a sense of unity, shared goals and commitment, managers have to be involved in the definition of the future of the company. I would measure their performance with a qualitative evaluation, answering to the following questions:
. The 3-year-plan for the company has a clear contribution from this manager.
. The team led by this manager perfectly knows our destination and has the chance to discuss it and contribute.

Delegate on great people: First, one of the most important manager’s duties is to have the right people in the right positions. And then, she has to have the ability to delegate effectively. Being a manager is more about helping others do, than actually doing. And how would I measure?
. The team has to have a minimum (90%?) position-person fit, according to soft and hard skills described in the job description.
. The manager can be evaluated with a Net Promoter Score for managers, a concept that my boss has just invented. The team would answer with a scale from 0 to 10 to the question ‘Would you recommend your boss to a colleague?’

Relentless focus on execution: Managers make things happen. You have to actually see with your eyes their contribution. And how do you measure execution? This one is probably the easiest one:
. The team and the manager achieve their goals. You can measure the results.
. If the time frame is not long enough and it’s too early to see results, you can always measure the execution of the milestones in the plan.


3-12-3, one of the most easy and useful tools for personal planning and commitment

The 3-12-3 is a tool that, in less than 20 minutes, helps you reflect and realize what you have done, what is it that you are pursuing and what needs to be done immediately to reach your goals. It’s about being on the dance floor and at the balcony watching people dance at the same time.

I find this tool to be excellent both if you use it alone, just for you, or if you decide to help somebody in your team or a colleague to reflect, imagine the future and take actions to make it happen. And, of course, it’s useful both for your personal and professional life.

Doing a 3-12-3 means answering these three questions:

  • Look back at the last 3 months. What have you done that makes you feel proud of? It’s very important that you make a list of really good things that you feel proud of. Even on the topics that have not been so good, try to find the positive impact you made.
  • Imagine that we are 12 months ahead. Imagine that today is the 3rd of February of 2014. What are you celebrating? What have you done that makes you feel proud of? In this particular moment it’s very important that you imagine yourself a year ahead. You must see what has already happened and use the present perfect tense, not the simple future tense.
  • What are you going to do these following 3 months that will lead you to this future that you have just described? It’s very important that everything written in this list goes directly to the agenda. It has to be concrete, actionable and something that you can do by yourself.

Find below a real 3-12-3 that I have written for myself, as an example.

Look back at the last 3 months. What have you done that makes you feel proud of?

  • I feel proud of my new way to manage my time. I have more time for me, I run more and I go to sleep earlier.
  • I am happy because I have changed my habit when going to the office. I’m happier taking the train than driving and now I get more of my time when going to the office. And I sold my car and I don’t polute anymore!
  • I feel proud because I’ve read David Allen’s Getting Things Done and I’ve setup a new way of organizing my stuff that really works and I feel less stressed.
  • I feel proud of the extremely positive feedback that Gabri, David and myself get everytime we run an Innovation training at InfoJobs. I’m happy because I didn’t know I could be a good teacher.
  • I am happy with the new organization I have setup in the Marketing department and the connection with Product and I believe that we are on the way to finally find a way of being focused, effective and productive.
  • I am happy because I have met new people from the Agile community and I have broaden my network nationally and internationally.

Imagine that we are 12 months ahead. Imagine that today is the 3rd of February of 2014. What are you be celebrating? What have you done, then, that makes you feel proud of?

  • I am happy because with my work and leading my team we have reached our goals for the new revenue streams.
  • I am happy because this means that the Marketing and Product Departments have worked properly and that the Lean Startup and Customer Development methodologies that Gabri and myself setup 18 months ago have worked.
  • I feel proud because, following my boss‘ advice, I have had time to attend relevant gatherings for my professional development, I have met a lot of new people and I have learned a lot that I could bring back to InfoJobs.
  • I feel proud because I have spread the knowledge within the organisation, both with the trainings I deliver and with this blog.
  • I am happy because a lot of people (10.000?!) read this blog.

What are you going to do these following 3 months that will lead you to this future that you have just described?

  • I am going to ask the team to write down a plan for every new revenue stream that contains: 1) actions that we will take to deliver the product and start charging and 2) a new list of hypothesis to investigate and validate in the event that we are not successful with the first set of activities.
  • I am going to set aside time with the team, once a month, to do retrospectives and learn from past mistakes and successes.
  • I will ask my team to peer-review their previous 3-12-3 to check that we are all in the right path.
  • I am going to set aside time next week to identify events that are relevant for my professional development, I will write down a plan for my boss to exchange opinions by the end of February and I will attend the ones that we agree upon.
  • I will do the scheduled training sessions for Innovation and I will set aside time to prepare the Product Development course for my team next week. I will deliver the training with Gabri to Communication and Business Intelligence before the end of April.
  • I will set aside time twice per week to write articles for this blog. And I will setup the Google Analytics needed to follow up its growth.