User's Manual to Your Manager
I was reading Business Week this past summer and came across a cool tool designed by Ben Dattner. He calls it a "User's Manual to Your Manager" . At the Taproot Foundation a number of us have used it and have found the tool to be very useful and thought provoking. We adapted it to our culture to make it fit. Here is a draft of the user manual I created for my team.
User's Manual to Aaron Hurst
My Style
I love action. It is how I learn and what I appreciate in my colleagues. I judge others based on the action they take and their forward motion.
When to Approach Me
I like to solve problems and also to remove barriers, which obstruct others' ability to move the ball forward.
Approach me just about any time and I will let you know if I can't engage at that moment. I'd rather you asked than assumed I can't.
Values
Growth. Potential. Initiative. Resourcefulness.
Communicating with Me
Be crisp about what you need (articulate whether you are looking for my input, decision and/or brainstorming). I hate false alignment so speak up if you have an issue.
How I Make Decisions
I make decisions quickly based on my values as well as the logic and data I have on hand. I don't care who provides that data or logic and will often reverse my decision as soon as I see data or logic that clearly points out another direction as the better choice--that is, as long as the new approach is still aligned with my values.
What I Will Not Tolerate
Like Reagan, I trust and then verify. If I find reason not to trust you, it is hard to rebuild my confidence. Easy ways to lose my trust: not admitting a mistake (I make them daily), giving me misleading information, negative surprises, misrepresenting the Taproot Foundation, treating other people poorly and being too hierarchical.
Feedback
If you need feedback, ask me for it (I am not consistent in giving feedback). If you have feedback for me, tell it to my face (or over the phone) not over email/IM or in a group email. Sharing your feedback with me will make me respect you more - not less.
How I Develop People
I like to help people grow by giving them opportunities to prove themselves. Such opportunities must stretch beyond the tasks they have already reached a comfort level at completing. I will continue to delegate responsibility and projects to you until I see you sinking or failing to meet my standards.
I realize I am not the right mentor for most people and will try to leverage my network to find you mentors that can speak to your professional development needs.
How to Help Me
I move quickly and have a terrible eye for detail (but I highly value having details addressed). Therefore, help me make sure the details are covered and don't assume I know which details need to be addressed.
For similar reasons, I am great at starting projects but need partners to ensure they follow through to completion. If you are taking over one of my initiatives, be aggressive about getting the information you need from me to be set up for success in completing the effort. I will likely already be thinking about the next initiative, and you will need to force me to download everything about the effort I am handing off to you.
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