Do We Really Need Managers?

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The concept of a place to work with no bosses sounds great, right? Less oversight, more trust, more autonomy. But it doesn't have the greatest track record. And I don't totally agree with it.
The role of a middle manager needs a refresh, not an elimination. Middle managers are the unsung heroes of organizations. But they need to be leaders, not just human project management tools. In this video, I'll go through the latest research from Gallup, Pew Research, and more to help dissect why managers seem to be phoning it in and ripe for a reboot. Flat organizations and the holacracy concept is not new, but can be tempting to try out. Valve, Medium, and Zappos are good examples of this not working out the best at scale. Managers are in the best position to bring meaning to the work and have a positive impact on others. Eliminating managers wholesale or severely limiting their autonomy would be a mistake. But don't take my word for it. Watch and find out.
00:00 The noise around middle managers
00:41 Who I am (Dr. David Burkus)
01:11 Are managers really necessary?
02:16 Why do we hate managers? (Research!)
04:45 What about all those managerless companies?
04:50 Valve (if you're a gamer, you know them)
06:23 Medium and Zappos tried no managers too
07:28 Remember your first manager? (Hat Tip: Market Basket)
09:25 Tactic: Give employees more training and paths upward.
11:17 Focus on the team, not the individual.
12:00 The 10-10-10 Method
12:38 Practical Implications
//DO YOUR BEST WORK EVER
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
//SPEAKING
Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/
//CONNECT
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#ManagementTips #WorkSmarter#LeadershipDevelopment

Опубликовано:

8 авг 2024

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Комментарии : 13

@MustardLadySaveMe 3 месяца назад

I could not do my job without my manager. the way his role is structured is to support mine and make sure I have what I need to succeed in my role, because my results reflect directly on him. He jokes a lot that he hardly has to "manage" me, he spends his time removing obstacles from my path and keeping unimportant tasks off my plate so I can focus on delivering impactful work. Thank you, Mark!

@DavidBurkus 3 месяца назад

Love it!

@WondahFish 3 месяца назад

In flat organizations it is not "majority rule". Leadership and C-suite still exists, the difference is that they stick to doing what they do best: develop business plans and visions for the organizations future. Flat structures means that the teams are autonomous to find the solutions that suits the problems they are facing, and to map out the course to the destination set by the vision of the leadership. Flat organizations usually also have middle management, but they are tasked with making sure everyone has what they need to do their job, and then assume they are responsible adults and experts in their field of work. The decision on what to work on is not based on the opinions of a manager, but as a result of the team working out what they need to do in order to deliver on the business plans and values of the organization. What is done today is just what is next on the list of things to do according to the team. These perspectives come from my experiences in both top-down and flat organizations, in and outside the US. Big and small. (largest flat organization having over 4k employees). I recommend reading up on "distance to power"; a concept of cultural indicators for working with and around management. "Outliers" by Malcolm Gladwell touches on this.

@DavidBurkus 3 месяца назад

Thanks for sharing your experiences. The majority rule comment is in reference to how things worked at Valve...which is the flatest of the flat organizational design. It sounds like what you're describing is just a flatter than normal traditional hierarchy where teams are empowered more because of the design...but managers still exist. I'm curious, how many levels were their in the organizational chart of the 4,000 person flat organization?

@PeterLaughter 3 месяца назад

Great video, thank you. Quick question; David mentioned a website that tracks organizations and or holacracy. Would you please share that resource?

@PeterLaughter 3 месяца назад

I would also love to see the article that mentions that flat organizational structures are best in smaller organizations if you are willing to share.

@DavidBurkus 3 месяца назад

The list we reference in the video is here: www.holacracy.org/r/which-organizations-use-holacracy/ It's not exhaustive, as no doubt there are organizations that use a different "operating system" for their manager-less design.