Resources for forward-thinking leaders and managers from Clinton HR
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So How Do You Become A Better Manager?
Well, you might be lucky and have easy access to learning and development in your organisation.
But if you did you probably wouldn’t be here.
So how do you differentiate amongst the many options that exist online and decide what would work?
That’s where we come in.
You develop every day, even though you may not be aware of it.
But are you developing habits that keep you stuck, or new skills that grow your capability?
Worried about time pressure?
Relax! Our approach is designed to make life easier by helping you to focus on what really matters:
How We Know This Works
Over two decades’ of research into two critical factors (maximising performance with existing capabilities and accelerating development to increase capabilities), enables us to understand what the essential components are that differentiate ‘great’ from merely ‘average’.
The result is eye-opening:
– the Eight characteristics of Master Managers
– the Five W’s approach to Management Development
– the Four dimensions of the Quaternion Profile that create Master Managers
Read more below!
The Eight Characteristics of Master Managers (click to reveal the detail):
Targeted
They understood the need to specifically target managerial competencies for development, instead of assuming a general development approach would be enough.
Opportunistic
They capitalised on development opportunities that arose, without depending on them for progress.
Focused
They realised early in their career how important personal development would be to make progress – they did it because they knew it mattered, not because they’d been told to.
Creative
They found ways to use their every-day meaningful work to identify, isolate and exploit opportunities to develop.
Systematic
They worked out what they needed to do to first become good and then great managers, through refining and combining learnings, practices, capabilities and competencies.
Collaborative
They actively identified people who could help and tools that could effectively assist them on their learning pathway.
Planned
They created and found ways to maintain an effective development plan, that enabled them to go further than the common (and arguably limited) model of Reflect, Plan, Act.
Resilient
They persevered in the face of the struggles and challenges everyone faces in pursuit of their personal development.
Get your personal copy of “The making of great managers – a guide to maximising management performance and unleashing management potential.”
The 5 Ws of Management Mastery
We discovered the 5 actions great managers take in order to achieve personal development success.
Why?
This step is often eye-opening and kickstarts a development journey.
It takes you beyond “I have to come up with a development plan” and makes it really personal!
What?
They focus on understanding what good and great look like, then identify which area to develop next.
The Quaternion Profile defines the range of knowledge and skills needed.
Way
Great managers are not misled by simplicity. They bring rigour to their thinking for each of step in Reflect, Plan, Act.
With
They know reminders to get started, frequent checks on progress, feedback and support, and short-term rewards keep things on track until longer-term payback is achieved.
So, they set all those things up.
Will
They only plan what they WILL commit to – no more, no less.
They also ensure that they have set realistic start, review and target end-points, so that they will not be steered off track by an event, demand or distraction.
Quaternion Profile
We developed a comprehensive system to achieve mastery in specific behaviours and competencies.
The Quaternion Profile
We believe in specificity and clarity in our definitions, and that you are capable of understanding every nuance of your personal development, so you can use your strengths to their full advantage and create actions around developing those areas which inhibit your growth.
Management
Leadership
Personal Effectiveness
Business Acumen
Get your personal copy of The Quaternion Profile Summary PDF
Webinars & Webinar Archive
We have a number of webinar replays available on our YouTube channel, or you can get access to all the replays here:
Grab a GreatAble today (PDF downloads with specific advice for various challenges):
GreatAbles for 7 Minute Performance Conversations (click each one to read more)
Download 7MPC GreatAbles
Get access to all the GreatAbles for 7MPC right here.
Behavior Engineering
Do you wrestle with the question, “As a manager or leader, should I manipulate people?” Many do! The question is made difficult to answer because “manipulate” has so many negative connotations. So, let’s be clear – management and leadership is about working with and through others to achieve shared goals i.e., you are expected to influence others. We believe you should do that constructively, ethically, and to mutual benefit. In this guide, we call it Behavior Engineering – how you influence others’ performance including their development.
Want to Grab this Greatable?
Disrespectful Behaviors
This is a checklist to help you consider the behaviours you observe at work in your team, is your team high performing or are the behaviours you observe actually limiting the effectiveness of your team. This is part of our work on helping your team become a SuperTeam.
Want to Grab this GreatAble?
Questioning Skills
Given the number of questions children ask, you would think that adults would be great at questioning, wouldn’t you? However, that appears not to be the case. It seems that somewhere between childhood, when everything we said starts with “Why”, and taking on a job, we lose that ability. Even our “Why’s?” evolve into aggressive interrogations from the curious enquiries they were when we were young. In this guide, we focus on Questioning to help you get the information or data you need.
Want to Grab this GreatAble?
Quaternion Assessment
It has long been recognized that we cannot manage WHAT we produce, only HOW we go about it – our behaviors. Consequently, those interested in performance and development seek to understand which behaviors correlate with, or preferably are causal in terms of, enhanced performance and accelerated development. The Quaternion Profile addresses those concerns.
It places higher importance on the specificity and clarity of definitions of what good people- management looks like, than on the need for simplicity and tag-line descriptions. It is, therefore, not for the feint-hearted or the merely curious, but for the leader who truly wants to get to grips with the strengths they have and to identify anything that may be inhibiting their performance or development.
Want to Grab this GreatAble?
GreatAbles for Productivity (click each one to read more)
Download SuperTeams GreatAbles
Get access to all the GreatAbles for Productivity right here.
Data Quality
We should always be seeking to make evidence-based decisions (i.e., using data to inform those decisions). Therefore, we need to consider the quality of the data that we are using (numeric or narrative). Not all data can be relied on, especially in our current social media-influenced world. BUT how do we assess the quality of data? This guide will help you do just that.
Want to Grab this GreatAble?
Decision Making
Many individuals observe others, especially those more experienced executives, and wish that they themselves could “make snap decisions, just like they do!” But the reality is that if those others are making good decisions quickly, they are probably not making snap decisions. Those we view as great decision makers are almost certainly applying accumulated knowledge, experience, skill, and a disciplined process. It is processes and checklists that often bring rigor, help to reduce the effects of biases, and even speed things up.
Want to Grab this GreatAble?
Eliciting Feedback
All improvement processes depend on feedback for their continued success.
So if we want to improve as individuals or managers, we need feedback too but we often do not receive the feedback that we need. Others do not always have the motivation or courage to provide us with the feedback that would enable us to develop. This brief guide provides tips on how to elicit the feedback you need and some thoughts on how to use it.
Want to Grab this GreatAble?
Giving Feedback
If receiving feedback is key to our self-improvement then giving feedback to others is also therefore an important skill to help them improve. It can help ensure that others provide you with what you need and do it in the most appropriate way. It also enables them to develop their own performance and skill. But that all assumes you provide the feedback in a way that will help them to accept it, and that is what this guide is for.
Want to Grab this GreatAble?
Individual or Group Decision Making
Many decisions we face arise in situations where we have an immediate choice –“Should I, or someone else, make this decision alone (an INDIVIDUAL decision) or should I involve others (a DEMOCRATIC or GROUP decision)? The question is, “What should we take into account when determining whether to decide alone, ask another individual to decide, or involve multiple people?”
Want to Grab this GreatAble?
Quaternion Assessment
It has long been recognized that we cannot manage WHAT we produce, only HOW we go about it – our behaviors. Consequently, those interested in performance and development seek to understand which behaviors correlate with, or preferably are causal in terms of, enhanced performance and accelerated development. The Quaternion Profile addresses those concerns.
It places higher importance on the specificity and clarity of definitions of what good people- management looks like, than on the need for simplicity and tag-line descriptions. It is, therefore, not for the feint-hearted or the merely curious, but for the leader who truly wants to get to grips with the strengths they have and to identify anything that may be inhibiting their performance or development.
Want to Grab this GreatAble?
Self-development Journal
The need for Self Development has never been greater. The rate of change continues to accelerate and competition for jobs is increasing.
BUT, the level of investment in employee development has dropped – and looks likely to continue dropping. So, self-led development is critically important.
This journal is your personal resource, specifically designed for you to take control of your own Self Development. It explains a comprehensive process for planning and implementing a Self Development plan, tailored to meet your unique needs.
Want to Grab this GreatAble?
Behavior Engineering
Do you wrestle with the question, “As a manager or leader, should I manipulate people?” Many do! The question is made difficult to answer because “manipulate” has so many negative connotations. So, let’s be clear – management and leadership is about working with and through others to achieve shared goals i.e., you are expected to influence others. We believe you should do that constructively, ethically, and to mutual benefit. In this guide, we call it Behavior Engineering – how you influence others’ performance including their development.
Want to Grab this Greatable?
GreatAbles for SuperTeams (click each one to read more)
Download SuperTeams GreatAbles
Get access to all the GreatAbles for SuperTeams right here.
Disrespectful Behaviors
This is a checklist to help you consider the behaviours you observe at work in your team, is your team high performing or are the behaviours you observe actually limiting the effectiveness of your team. This is part of our work on helping your team become a SuperTeam.
Want to Grab this GreatAble?
Eliciting Feedback
All improvement processes depend on feedback for their continued success.
So if we want to improve as individuals or managers, we need feedback too but we often do not receive the feedback that we need. Others do not always have the motivation or courage to provide us with the feedback that would enable us to develop. This brief guide provides tips on how to elicit the feedback you need and some thoughts on how to use it.
Want to Grab this GreatAble?
Giving Feedback
If receiving feedback is key to our self-improvement then giving feedback to others is also therefore an important skill to help them improve. It can help ensure that others provide you with what you need and do it in the most appropriate way. It also enables them to develop their own performance and skill. But that all assumes you provide the feedback in a way that will help them to accept it, and that is what this guide is for.
Want to Grab this GreatAble?
Individual or Group Decision Making
Many decisions we face arise in situations where we have an immediate choice –“Should I, or someone else, make this decision alone (an INDIVIDUAL decision) or should I involve others (a DEMOCRATIC or GROUP decision)? The question is, “What should we take into account when determining whether to decide alone, ask another individual to decide, or involve multiple people?”
Want to Grab this GreatAble?
Questioning Skills
Given the number of questions children ask, you would think that adults would be great at questioning, wouldn’t you? However, that appears not to be the case. It seems that somewhere between childhood, when everything we said starts with “Why”, and taking on a job, we lose that ability. Even our “Why’s?” evolve into aggressive interrogations from the curious enquiries they were when we were young. In this guide, we focus on Questioning to help you get the information or data you need.
Want to Grab this GreatAble?
All GreatAbles (click each one to read more)
Download All GreatAbles
Want them all, without completing all the forms? Simply complete this one form and we’ll send you direct access!
Behavior Engineering
Do you wrestle with the question, “As a manager or leader, should I manipulate people?” Many do! The question is made difficult to answer because “manipulate” has so many negative connotations. So, let’s be clear – management and leadership is about working with and through others to achieve shared goals i.e., you are expected to influence others. We believe you should do that constructively, ethically, and to mutual benefit. In this guide, we call it Behavior Engineering – how you influence others’ performance including their development.
Want to Grab this GreatAble?
Data Quality
We should always be seeking to make evidence-based decisions (i.e., using data to inform those decisions). Therefore, we need to consider the quality of the data that we are using (numeric or narrative). Not all data can be relied on, especially in our current social media-influenced world. BUT how do we assess the quality of data? This guide will help you do just that.
Want to Grab this GreatAble?
Decision Making
Many individuals observe others, especially those more experienced executives, and wish that they themselves could “make snap decisions, just like they do!” But the reality is that if those others are making good decisions quickly, they are probably not making snap decisions. Those we view as great decision makers are almost certainly applying accumulated knowledge, experience, skill, and a disciplined process. It is processes and checklists that often bring rigor, help to reduce the effects of biases, and even speed things up.
Want to Grab this GreatAble?
Giving Feedback
If receiving feedback is key to our self-improvement then giving feedback to others is also therefore an important skill to help them improve. It can help ensure that others provide you with what you need and do it in the most appropriate way. It also enables them to develop their own performance and skill. But that all assumes you provide the feedback in a way that will help them to accept it, and that is what this guide is for.
Want to Grab this GreatAble?
Eliciting Feedback
All improvement processes depend on feedback for their continued success.
So if we want to improve as individuals or managers, we need feedback too but we often do not receive the feedback that we need. Others do not always have the motivation or courage to provide us with the feedback that would enable us to develop. This brief guide provides tips on how to elicit the feedback you need and some thoughts on how to use it.
Want to Grab this GreatAble?
Individual or Group Decision Making
Many decisions we face arise in situations where we have an immediate choice –“Should I, or someone else, make this decision alone (an INDIVIDUAL decision) or should I involve others (a DEMOCRATIC or GROUP decision)? The question is, “What should we take into account when determining whether to decide alone, ask another individual to decide, or involve multiple people?”
Want to Grab this GreatAble?
Self-development Journal
The need for Self Development has never been greater. The rate of change continues to accelerate and competition for jobs is increasing.
BUT, the level of investment in employee development has dropped – and looks likely to continue dropping. So, self-led development is critically important.
This journal is your personal resource, specifically designed for you to take control of your own Self Development. It explains a comprehensive process for planning and implementing a Self Development plan, tailored to meet your unique needs.
Want to Grab this GreatAble?
Quaternion Assessment
It has long been recognized that we cannot manage WHAT we produce, only HOW we go about it – our behaviors. Consequently, those interested in performance and development seek to understand which behaviors correlate with, or preferably are causal in terms of, enhanced performance and accelerated development. The Quaternion Profile addresses those concerns.
It places higher importance on the specificity and clarity of definitions of what good people- management looks like, than on the need for simplicity and tag-line descriptions. It is, therefore, not for the feint-hearted or the merely curious, but for the leader who truly wants to get to grips with the strengths they have and to identify anything that may be inhibiting their performance or development.
Want to Grab this GreatAble?
Questioning Skills
Given the number of questions children ask, you would think that adults would be great at questioning, wouldn’t you? However, that appears not to be the case. It seems that somewhere between childhood, when everything we said starts with “Why”, and taking on a job, we lose that ability. Even our “Why’s?” evolve into aggressive interrogations from the curious enquiries they were when we were young. In this guide, we focus on Questioning to help you get the information or data you need.
Want to Grab this GreatAble?
Disrespectful Behaviors
This is a checklist to help you consider the behaviours you observe at work in your team, is your team high performing or are the behaviours you observe actually limiting the effectiveness of your team. This is part of our work on helping your team become a SuperTeam.
Want to Grab this GreatAble?
7 Minute Performance Conversations (7MPC)
Are you a Manager or HR Professional looking to enhance performance?
Easily unleash potential and transform performance 7 minutes at a time.
SuperTeams Online
We’ve all seen teams that look amazing on paper but fail to deliver on their promise.
And yet teams that aren’t expected to go beyond ‘average’ can sometimes smash it out of the park.
What’s the difference that makes the difference?
Why is a SuperTeam able to produce up to 50% more profit than a merely ‘good’ team?
Unleash explosive business performance through the principles of RESPECT. Online course based on the best selling book.
Books
Books to help you manage your teams better and enhance your online skills.
Management Mastery Membership
Be the best version of you!
Personal development is critical for success and survival in today’s volatile, uncertain, complex and ambiguous world. Unless we grow, we stagnate and others seize opportunities and overtake us.
With Management Mastery Membership you:
> Take control of your development planning – refine it to match your capabilities, needs and aspirations.
> Develop a high level of skill in a comprehensive range of transferable competencies and desirable behaviours.
> Become more efficient – focus your effort on doing things the smart way without relying on sheer amount of effort.
> Become more effective – focus on the really important things and gain credibility and recognition.
