BOOK SUMMARY 169
Confessions of a Reformed Control Freak
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Summary written by: Andy Budgell
“The real impediment to producing a higher
quality product more efficiently aren’t the workers, union or nonunion, it’s
management.”
Kenneth Iverson, as quoted in
Confessions of a Reformed Control Freak, back cover
Confessions of a Reformed Control Freak, back cover
B.R.
Smith started in management many years ago, and his mantra was to “fake it
until you make it”. Well, make it he did, and he’s here to share the tips he
learned (often the hard way!) over the years in one volume, Confessions
of a Reformed Control Freak: The Top Ten Sins Most Managers Make & How to
Avoid Them.
As
Smith points out in his introduction, there are now four generations working in
the workforce, each with differing needs and expectations. This can prove
challenging to a manager but, with the insight from this book on what to do
(and what not to do!), we can reduce the anxiety some people feel in managing
their team.
Golden Egg
Recognize and Categorize
“The key to motivating people is to figure
out what their WIIFM is. Once you know that, you can use that understanding to
get them to do what needs to be done.”
-Confessions of a Reformed Control Freak, page 17
We’ve
all been told not to categorize people; that putting people in a box can be
detrimental. Well, B.R. Smith tells us in Confessions of a Reformed
Control Freak that it can have its benefits when it comes to
management. Smith uses the old acronym WIIFM, which stands
for “What’s In It For Me?” to help with the categorization.
Let’s
face it, we all have different motivations for showing up to work each day. A
job fulfills some need in all of us, or why else would we have one? While the
common denominator is most certainly a pay cheque, motivation differs in an
inestimable number of ways from there. Smith asks that you be vigilant in
regards to the motivations of your team. It’s a good idea to sit down
with each employee and ask them what they want out of their job, but it’s
equally as important to be mindful and pay attention to their behaviour, which
as we know speaks louder than words.
The
following two GEMs will help you to both recognize and categorize the members
of your team; to ensure productivity and understanding across your team.
Because when you know more about your team, it’s easier to harness their
strengths—and avoid their weaknesses.
GEM # 1
Employ the Disc Theory
“Each
of the four styles has their own strengths; and there really isn’t one style
that is better than any other. It is clear, however, that some styles are
better suited for some roles, tasks, or careers.”
-Confessions of a Reformed Control Freak, page 52
The
DISC Theory isn’t anything new, but thinking about it from a management
position is interesting because it allows you to have a greater understanding
of behaviour, and the related team member’s performance. (All quotes below are
from page 51.)
Dominant “Direct and Decisive: These types of people make
quick decisions when others cannot; they will confront tough issues or
situations, accept change as a personal challenge, and will keep the team
focused and on task.” i.e. ‘Your Type A’ personality.
Interpersonal/Interactive “Optimistic and Outgoing: These people like to make
themselves available to others; they spread their enthusiasm and positive
attitude to others and will give positive feedback to their colleagues and
teammates. They are great communicators and have an innate ability to build
collaborative teams.”
Steadiness “Sympathetic and Cooperative: These types are team
players; they are sensitive to others’ needs, approach meeting agendas
methodically, and are great listeners. They are very loyal, show up to work on
time, and will maintain the status quo. They prefer to be non-confrontational.”
Conscientious “Concerned and Correct: These types of people like
things done ‘the right way’ as they see it. They are very thorough and will
maintain standards; they emphasize accuracy and will try to use some diplomacy
to get their way. C’s are your best planners.”
Did
you notice anything when reading the definitions of each of the four
behaviours? Yes, they all outline the “pros” of each behaviour type. But as we
all know, when there’s a pro there has to be a con. The “cons”
are outlined as follows:
Dominant: Can appear to be unapproachable, insensitive, impatient
Interactive/Interpersonal: Can be disorganized, appear to be superficial when
dealing with others, avoids follow-through, has difficulty working alone
Steadiness: indecisive (don’t want your decision to “make waves”),
indirect, dislikes change (anxiety of failure)
Conscientious – perfectionist, preference of working alone,
creativity killer
The
DISC Theory is useful in understanding the strengths and weaknesses of your
direct reports, or even your fellow team members if you aren’t in a management
position. Use the theory to delegate work, and to anticipate the challenges
that may lie ahead for specific people in specific roles. But don’t live
and die by this theory. In the end we’re all unique individuals and our
motives cannot be completely understood or foretold by any theory.
GEM # 2
Achievers vs Sustainers
“It’s important for managers to find out who
their Sustainers and Achievers are so that when it comes time to delegate
additional responsibilities or spend valuable training dollars – they’ll know
who to invest in.”
Confessions of a Reformed Control Freak, page 59
Sustainers are content with the responsibility they currently
have (special projects are not their thing). They show up when they’re supposed
to and leave when they’re supposed to, and rarely work overtime or on the
weekends—unless, perhaps, they’ll be compensated with overtime. For sustainers,
work is a job and not a career.
On the
other hand, achievers are upwardly mobile. They enjoy learning
and are eager to add to their responsibilities, the catalyst of which is often
a promotion. (It’s important to recognize that if you don’t give achievers more
responsibility, they will become easily bored and will look for fulfillment
elsewhere.) Their work is a career, not a mere job.
It’s
important to recognize that having both on your team is very important. I have
been both a sustainer and an achiever at different points in my life. During
high school and university, my retail job (working in a cash office) was just
that: a job, a pay cheque. I arrived on time, was a supportive member of the
team, completed my responsibilities well and in the time allotted, and went
home. For me it was the perfect balance between my studies and a social life.
It’s important to remember that sustainers are not lazy (they do their job
well, of course), it’s just that their job is a smaller aspect of their lives
than it is for achievers. But being able to distinguish your sustainers from
your achievers—and delegating work accordingly—is crucial as a manager to
ensuring the success of your organization.
B.R.
Smith’s Confessions of a Reformed Control Freak is an
interesting book which combines thoughtful research with his own years of
experience in management. It’s a book worth learning from – for those new to
management and for veterans, alike. After all, there’s always something
new to be learned, no matter where you find yourself in your career.
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