Manager Only Session
© 2013, WORK FAMILY & HEALTH NETWORK
Office
Traditional Management
Style
 Managers direct how and
when employees do the work
 Tightly controlled / employees
follow orders
 Fear, obedience, and
authority are the norm
 Managers discipline based on
rules
Results-Focused
Management Style
 Managers serve / support the
work that employees do
 Employees have job
autonomy
 Trust, openness and
commitment
are the norm
 Managers reward
performance that meets client
needs
WINS & CHALLENGES
ORTHODOXIES
Staff meetings are more effective when
everyone is face to face.
“I’d like to see everyone face to face at staff meetings.”
The best relationships are built face to face.
“I like to see people face to face. My team should respect that.”
Teams are more effective when they are
together most of the time.
“STAR is great but people should be in the office at least 3
days a week.”
In this business, fire drills are unavoidable.
“We can’t control what people outside of our team do.”
The best work happens during traditional
business hours when everyone else is working.
“My team is already flexible. They already come in late
and leave early. Some of them telecommute.”
If people get their work done in less than
40 hours, then they need more work.
“We’ve done velocity planning to make sure everyone has
enough work to fill 40 hours.”
Some people just need more structure.
“I have some people on my team that can’t handle this much
flexibility.”
A manager manages best when people
are readily available.
I wish people were around here more often!
People aren’t available 24/7 and they
shouldn’t be.
“When are you going to be available?”
MEETINGS
Scenario Practice
A business partner says, “Whenever
I’m trying to get help, I can’t find
anyone around from your team.”
What should you say?
Someone outside of the your department
approaches you and says, “Now that your
team is doing this STAR thing, I can’t get
them to come to my meetings.”
What should you ask?
You’re concerned that your
employees will not be as attentive to
business partners/customers
(or that they will blow off deadlines).
What should you do?
You hear some of your peers talking
about how their employees don’t seem
to be available as much as they were
before STAR.
What should you say?
You’re receiving feedback from business
partners/customers that they’re not
getting the results they need from your
employee.
What should you do?
Some of your employees feel that they
want to continue letting everyone know
where they are because that’s the polite
thing to do.
What should you do?
Leading in a
STAR Workplace
© 2013, WORK FAMILY & HEALTH NETWORK
Office
Performance Tips
 Focus on providing performance support every day. Act
immediately when a performance issue is brought to your
attention. Provide immediate and consistent recognition for
success at all levels around results for both individuals and the
team.
 Focus conversations on activity that is directly linked to
performance goals.
 Talk about results rather than schedules or random activities.
 Share learnings and successes with your peers. Use a
performance-focused approach to planning, and ask your
employees to do the same.
Schedule Control Tips
 Step back as your employees test out different
options for how they do work.
 Step out of the way as employees optimize their
own work patterns based on the needs of the
business and activities outside of work.
Personal and Family Support Tips
 Avoid creating new policies and guidelines that lock
workers into fixed processes, rules or schedules
that do not allow them to use common sense to
manage work and personal pursuits.
 This practice will give them the personal and family support
they need to live healthy and productive lives.
 Be realistic about what your employees should
resolve and what you should take responsibility for.