Comments

Hi Tom,

I couldn't agree more and love your Top 20.

No wonder companies struggle to find top class senior leaders when they don't nurture their 1LM's. And that's not taking into account both the actual costs and opportunity costs.

Massive strategic miss in my book!

Posted by Tony Park at February 24, 2010 10:14 AM

Why stop at (or have to start with) 1LMs?

True company investment in employee engagement = 1L training scheme + 1LM training scheme + management training scheme ... C suite training scheme / number of levels in your hierarchy

Posted by Mark JF at February 24, 2010 11:09 AM

This is a great post, Tom. Too few companies stick with this even if they start out with good intentions.

Posted by Steven B. Levy at February 24, 2010 1:28 PM

Great list

I would add:

1) Probably the best thing a snr manager can do to help 1LMs is: get out of their way!

2) 1LM job is arguably the hardest management job (crap from above, crap from below and you have no idea what you doing!) - Support, love, a shoulder to cry on all helps sometimes.

3) Teach managers to resolve questions from 1st principles and true understanding rather than buzz word driven templates.

4) Build a career structure that allows good 1LM to grow and progress without climbing the hierarchy - we now do this for top technical people - why not for managers? We have to get away from the idea that upwards is better - it's different not better.

5) pay them better than your salary - we do this for top techies but we don't value exceptional 1LMs

6) Remove ambitious 1LMs. Frankly if you are thinking of yourself you are not serving your people and you have no business being anywhere near a management job. Regrettably this normally happens through promotion causing more damage. Promote based on ability not desire.

7) Stop assuming that career 1LM (people who like the job and stick at it - it's a craft to them) are somehow flawed because they don't want the hierarchy (see points 4 and 5)

8) Management is a craft - don't promote managers until they have served an apprenticeship (at least 5-8 years). I have seen too many senior managers who would not pass muster at line level. I am talking about lacking really basic fundamental skills in people management, thinking, planning, values and common sense.

Posted by PaulH at February 24, 2010 2:00 PM

Tom's Top 20 for 1LM's are excellent, except for #2: "New hires should be selected in part on the likelihood of subsequent promotion to 1LM, and this goal should be formally emphasized from the start of their tenure."

I've worked for companies who blithely assumed that EVERYONE wanted to move up in management. I never did. I can be a good short-term "team leader" when needed. But my expertise and skills are in a very different area (writing and communications), and I prefer to stick with that, rather than take on a role that doesn't interest me and I'm not particularly good at.

What drove me bonkers was that many companies saw my lack of interest in management as a "failing." Because they wanted to keep me for my skills, they'd send me to management training, mentor the heck out of me, etc., but they never were able to turn me into a manager. I finally saw the light and became an independent contractor, and I've been far more successful and happier ever since.

The point is: Companies that select new hires on the basis of "likelihood of promotion" are missing out on a lot of great talent. I'd amend #2 to say that IF a new hire is selected who shows 1LM potential, then hold that goal out to the person from the beginning -- but don't pass over an otherwise good candidate solely because they're uninterested in management.

Posted by Paula at February 24, 2010 2:52 PM

YES! YES! YES!

(Where do I sign up for the training?)

I suggest constant evaluation of the program, with formal reports quarterly instead of yearly. It is THAT important.

Posted by Stephen Garner at February 24, 2010 2:56 PM

"Why stop at (or have to start with) 1LMs?"

Of course that's true. But what I was looking for was an "economical" "pressure point"-and the multiuplicative power of focusing on the 1LM is monumental-as is, typically, the neglect thereof.

Posted by tom peters at February 24, 2010 3:52 PM

Tom,
Thanks for the "1LM Module" as first in an overall effort, and the start of a good "fleshing out" discussion.

Also, a world caught in "change starts at the top" or "change is bottom up" too often overlooks that "the middle" is a vast reservoir of opportunity for positive change and growth.

Posted by Randy Bosch at February 24, 2010 4:25 PM

Great idea - Great insight - however, the list is too long. I work with CEOs and if they have a checklist of 20 ideas - guess what - the chance of implementing it goes down dramatically. There is an inverse relationship between complexity and execution.

Boil down to 7 or less, and then maybe there is a chance of making it stick.

Posted by Rod Johnson at February 24, 2010 4:41 PM

The idea of 1LM20 is great, but I think it needs to be expanded to the top 40 percent. It is in the company's best interest to develop from within.

The more people they can develop the better they can compete against their competitors. However the training program would only be effective if the 1LM can immediately apply what they learn. The learn and apply method is important in making it stick. The stickiness is the ultimate barometer of the company's success.

Posted by Will Lukang at February 24, 2010 9:47 PM

Exceptional list! An addition...I recall early in my Air Force career seeing the same mindset many companies have today...rank or tenure = knowledge. It was common however to find one self getting transferred to a different base, with a different weapon system, in a different command where my previous "knowledge" really didn't mean squat. The most effective way I found to over come this "gap" was to find "front line mentors", the sergeants and airman who worked the flightline and backshops to train me, advise me, and let me know how I was doing as I adjusted to and learned my job. Shadowing those above you in the company is a great thing...shadowing those you are privileged you lead gives you a perspective no amount of meetings or training sessions can give you.

I am currently reading a most excellent book "Corps Business, The 30 Management Principles of the U.S. Marines" by David H Friedman. Check out Principle #17. Glorify the Lower Levels of the Organization. As Mr. Freedman says "Grunts Rule!!!!"

Posted by Dave Wheeler at February 24, 2010 10:51 PM

hitting the nail on the head.. but i guess too tough for most "large" companies to even remotely implement 1/10th of this.

Posted by george at February 25, 2010 3:19 AM

While I agree with a message behind this list it is written from a perspective of a medium-to-big organization.

I'd say that it is inevitable that in big company there will be some "missed shots" in terms of promotions to first line managers. The less you control the process the more missed shots there will be. So yes, you need some formal process which aims to improve a number of successful promotions.

On the other hand one, two or several poor line managers don't hurt the company much. Even when their (and their teams) results are suboptimal is fades in company overall performance.

Now, in small company one poorly chosen first line manager can make or break it. If you grow from startup to, say, 40 people you probably need to have separated teams (i.e. development, quality assurance, project management) and you're no longer able to supervise everything by yourself. What you need is a bunch of managers who will interact with each other very often. If you get the wrong person here not only his will hurt, but whole cooperation within the company will be affected resulting in poor work results.

The problem is you can't apply many of above ideas in this kind of organization simply because you don't have enough candidates for mentors, you have limited options when it comes to performance reviews and formal training organized for just a couple of people isn't very cost-effective.

That doesn't change the general message however - first line managers are as important as in any other organization and you should work at least as hard to find the right people for the job. After all these are early first line manager who would likely to become VPs in future.

Posted by Pawel Brodzinski at February 25, 2010 5:53 AM

Is the 1LM concept, and related dogma, obsolete in a "Restart" and a "Brand You" world. Every person is a "1LM" within their sphere of authority, responsibility, skill and influence.

Every person relates laterally and vertically with others. Scalability with personal input and review with organizational mission statement, goals and objectives is key, as is empowerment of each individual.

While I'm at it, "360 degree review" has become a shibbolith, as well. It has turned into a "let's get him/her" and people supporting their own brand at others' costs rather than a symbiotic, supporting relationship.

Let's see, which "scared cow" is next?

Posted by Randy Bosch at February 25, 2010 11:17 AM

Randy

I think the old style 1LM doesn't always fit in a brand you world.

I do think there is a role for a servant leader in the new world. Someone who gets barriers out of your way.

I think there is also scope for managers who can coach - people who can help you craft your Brand you. Many people struggle with this aspect.

The only time I have seen really effective 360 is when it is done at an individual level (not a corp program) generally the motivation for self improvement is genuine in that situation. It can be very effective then.

Posted by PaulH at February 25, 2010 1:13 PM

Such an important topic. I have been fortunate, probably lucky, to have had great positions at all levels of good companies, and without a single doubt, first line is the toughest. It is the place in an organization when all those well thought out plans and programs need to be implemented. A couple of thoughts. Most first liners these days have been relegated to "super clerk" collecting data and filling out reports on so many corporate initiatives. They don't have time to spend with their teams. Companies are also increasing the span of control to levels there can be no meaningful relationship with their crews. They are chasing exceptions constantly. I have had success with 360's at this level. As a matter of fact they are often better at this level because their constituency is more likely to be brutally honest. If I were king, no one would serve in an executive position until they proved their stuff at this level. It's a tough job with too few rewards.

Posted by Michael Neiss at February 25, 2010 2:01 PM

There's a risk that #20 could be unfair if those responsible for the pre-hire stages aren't doing a good job of hiring quality people with 1LM potential. This would be especially true if a >1-yr 1LM was "measured" on the failure of just one 1LM that he mentored.

Posted by Walt at February 25, 2010 4:31 PM

Great points and experience! The great "Restart" needs to "Reimagine" traditional roles. Perhaps the old horse is plain worn out, and it does take a "leadership generation" to transition to a new model.

Posted by Randy Bosch at February 25, 2010 8:05 PM

A large company (I work for a Fortune 50) is but the sum of many smaller entities. Not sure which one of Tom's books it was in but I do recall the idea about "business-ing" individual jobs or departments. As a leader at any level I essentially "control" what happens below me on the org chart and can influence to some degree what happens above me. I am the CEO of Our Team Inc...I can remove a whole bunch of the barriers below me in executing this type of initiative by simply by being visually and verbally engaged two or three levels down in the organization. When my bosses bosses boss does the same, he makes my job easier as well. Credible leaders at any level might not be able to "adaopt" this entire list but they darn sure can ADAPT a great deal of it and improve the PPR...performance, productivity, and results!

Mike...exceptionally well said!

Posted by Dave Wheeler at February 26, 2010 12:15 AM

It strikes me you have to have a clear idea of where the first line is before you can define who the 1LM is. Is the first line:

The salesman who does the deal?
The sales desk that takes the call with the order?
The truck driver who delivers it?
The credit controller who talks to the customers finance people?
The tech desk that answers tech questions?
Etc...

It seems obvious to us but I wonder sometimes how many firms get this?

Posted by Mark JF at February 26, 2010 3:54 AM

One area that is often overlooked is a way for 1lm to step back.

This is a big step in many people's careers - sometimes it just doesn't work out (this is especially true in technical areas). In a company I used to work for it was possible for a technical person to go back to that with no loss of face if it didn't work out. It wasn't needed very often as selection was pretty solid but it was always there if needed.

Posted by PaulH at February 26, 2010 6:05 AM

I'm thrilled that someone with the ear of our top business leaders has taken a swing at the issue of the importance, selection, training and support of first line managers. That can only be a good thing. Thanks.

I've been researching, working with, and training first line managers for a couple of decades. Based on that experience, here are some comments individual points.

1 – Amen. Mostly, today we promote people for the wrong reasons, offer them little to no training and support and then wonder why things don't work out.

2 – I disagree. What I'd rather see is other paths to preferment and greater pay than simply moving into management. Let's select people who will be great contributors, knowing that some will do it as managers.

3 – Yes.

4 – My experience says it takes twelve to eighteen months to make a complete transition from individual contributor to supervisor. There should be training and support available all during that time and it should also be a probationary period.

5 – Yes, but let's turn it around, too. Assign "training" managers to each new promotion to guide transition.

6 – Yes, but … Most best-in-class programs today are classroom based. Let's do more on the job coaching and feedback.

7 – In addition, there should be no stigma attached to going back to individual contributor if the manager job isn't right.

8 – Yes.

9 – Expert panels also work well. They allow for interactive sessions with good managers who may not choose to teach or who may be awful teachers. There should be no rank in the room when new managers are asking questions of their new peers.

10 – Yes! Yes! Yes! A manager has two jobs: accomplishing the mission and caring for his/her people.

11 – Yes. See above.

12 – Yes again. Something like open book management works well.

13 – Yes. And their own training should be used as a means of cultural values transmission as well as skills training.

14 – Yes.

15 – Yes. Developmental experiences should also be available.

16 – Haven't seen this one tried, but it sounds good. Something that does work is peer support groups like I've described in my Working Supervisor's Support Kit ( http://www.threestarleadership.com/supervisorsupportkit/ )

17 – I like the police Field Training practice of week evaluations/discussions.

18 – Yes and part of overall leadership development.

19 – Yes.

20- Disagree slightly. No one should be a mentor of new managers unless he or she is a good and respected manager.

Thanks for raising the level of conversation on this, as you have on other issues.

Posted by Wally Bock at March 8, 2010 2:43 PM

" A manager has two jobs: accomplishing the mission and caring for his/her people"

I love that Wally - thank you for sharing your terrific experience Sir. I agree with you completely and confirm as a manager for a few decades I would say if we care for our people as our FIRST priority the accomplishment of the mission becomes easy.

Posted by Trevor Gay at March 9, 2010 2:59 AM

Tom, I think I learned the famous Jan Carlzen axiom from you, "If you aren't serving the customer, serve somebody who is."

In my college courses for years, I have drawn the upside-down pyramid showing these important people "who touch the customer" at the top. I have often asked the class which level of employee in an organization was the most important. I could see them guessing at the "correct" answer, "None are more important than the others; they are all important."

My experience from 2 decades in the restaurant business (oops, hospitality industry) taught me that there is, in fact, a group that is the most important. It is the 1LM… the people who teach the people how to touch the customer, They are the bridge between the staff and the customer, and they can make or break the shift, and the business.

Congratulations on digging deeper into this often overlooked level in the organization.

Posted by Bob DeZinno at March 9, 2010 3:03 PM