Fantasyland is in Orlando

Here is the Fantasyland definition of management: expecting people to show up, memorize their job descriptions and “just do their job”. In other words, it's not real. And here is another pretend definition of management: any sort of nonsense that includes things like hitting the number or growing profit. Revenue and profit are the results of great management; hitting the number does not define anyone as a great manager. That makes you a great profiteer.

A more accurate, real-life definition of management is this: doing what is needed to help talented people succeed. It's kind of broad and certainly vague, I know, but it’s absolutely the right starting point.

You have to be very specific about the definition of success in your own management job before you can possibly help anyone else succeed. So, what is it that you actually DO to help people succeed? How would you explain your job to your grammy? Or a third grader? Or more interesting, how do you explain your job to your staff? How would your staff explain your job to others?

This is a really useful exercise…complete these five simple sentences. And then have your employees do the same.

1. I help my employees to DO the following:

2. I am responsible for my employees learning how to DO this:

3. I recently solved this important problem for my team:

4. My team is focused on this important goal:

5. The most important result my team will accomplish this year is:

You , and each member of your team should be able to finish those sentences. And all the answers should be the same.

How To Operate - YOU

Operating instructions come with every electronic item we buy. Even the simple stuff. The manual for an iron shows how to plug it into the wall. Flight attendants still show us how to insert the strap into the seatbelt clip. (Why do they still demonstrate that??)

We might not read the instructions but we expect to receive them. For everything. Those manuals are like tiny insurance policies: “I can read it when it breaks”.

You know where this is going. And it makes sense, doesn’t it? Managers should come with a set of instructions. Seriously. I recommend that you personalize the sample below and distribute it freely. Make it short. One page. Very user friendly.

USER’S MANUAL FOR (your name here). When you know how I operate – or, even better, how to operate me – I will function at my optimal level of performance & communication. Utilize me correctly and I can function at maximum wattage.

ON/Off SWITCH. When I’m under pressure, I get really focused. Intense. No jokes. I ask a lot questions and I expect answers. I will continue to ask “why”.

TIMING. Don’t bring important issues to my attention in the hall. Or casually. I like knowing what to expect, and I expect you to be prepared with facts.

COMMUNICATION. I respect people who can explain their point of view and back up their decisions with information and data. Stand up for yourself.

MALFUNCTIONS. I am direct. I move fast. When I ask a question, answer it; “I don’t know, but I’ll find out” always works. I won’t tolerate blaming or lying. If you did it, admit it.

FEEDBACK. I don’t give enough. You’re doing fine unless you hear differently. Feel free to ask, but expect the whole truth.

BATTERY LIFE. I expect everyone to do whatever it takes to deliver results. Every employee willing to do every job. And do your own, to the best of your ability.

EXTENDED BATTERY LIFE. I don’t delegate enough. Lighten my load, do a good job and you will always have a place on my team.