11 March 2008
The William Oncken Corporation: Managing Management Time(tm)
Following are brief descriptions of each page of the Managing Management Time™ (MMT) 2-Day Seminar Workbook. It provides a session-by-session summary overview of the issues addressed in Bill Oncken’s MMT seminar. The structure and constructs described herein are copyrighted to The William Oncken Corporation (WOC). All rights reserved.
Session 1: Prologue
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19 Contrasting Effectiveness and Efficiency.
20 Identifying the two principle kinds of time.
21 Your mission: to positively influence if not actually
control events,.
21 Oncken’s 1st Law.
21 Why maximizing your discretionary time is your first
priority, ahead of any and all other priorities.
22-23 Everyone from individual contributor to CEO has the same
managerial responsibilities.
22-23 The only difference in managerial responsibilities
between
an individual contributor and CEO is not a difference “in kind”, but only a difference “in degree”.
26 How to know if you are in a position to be effective on the job.
27 Oncken’s Realities of “Organizational Physics.”
24-25 The importance of successfully juggling the three critical political relationships.
28 Contrasting views on leadership.
28 When and under what circumstances to make a career move.
29 Pro vs Amateur response to increased responsibility.
Session 2: The Boss Relationship
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33 Understanding why the “buyer”/”seller” analogy is fundamental to all managER/ManagEE relationships.
34 Oncken’s 2nd Law.
35-36 Why the managER’s anxieties are the principle constraint on a managEE’s empowerment.
38-39 Obstacles that a managEE must overcome if he is to successfully earn empowerment.
44-45 Concept of - and mental attitude towards -
Completed-Staff-Work (CSW).
42-44 Balancing loyalty and integrity in organizational life.
45-47 Definitions of terms that are critical to the
managER-ManagEE relationship.
Session 3: The Peer Relationship
Page(s) Thumbnail51-52 Understanding the supply-demand realities of all organizational support systems.
53-55 Why building “supplier loyalty” inside an organization is critical to an individual’s effectiveness on he job.
54-55 Pro vs. the amateur approach to logistical priorities.
54-55 Maximizing your intra-company professional credit rating.
57 Understanding and effectively dealing with external realities.
58 How to effectively balance political vs objective
priorities.
59 The Principle of Calculated Neglect.
Session 4: The Oncken Trapezoid
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63 Why managers are running out of time while their staffs are running out of work.
63, 66-67 Contrasting Pro vs Amateur job orientations.
64-65 Professional vs amateur approach to organizational leverage.
64-65 Trapezoidal fallacies and their solutions.
66 How an Oncken Professional deals with increasing
responsibility.
67 Summary: The principle “glass ceiling” in organizations: causes and effects.
68-69 Definitions of terms that are critical to an
individual’s successful transition into management.
Session 5: The Staff Relationship
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74-77 How, where, and when subordinate-imposed time begins.
77-79 Recognizing the debilitating effects of
subordinate-imposed time.
81 Understanding the non-self-liquidating goals of a
Professional ManagER in his staff relationships.
81 How to be accessible without being overwhelmed.
82-83 How to end subordinate-imposed time by applying the concept of “Proper Monkey Ownership”.
82 Ensuring that succession-planning for all levels, from janitor to CEO, is a fact.
84 Using the Oncken Freedom Scale as a Risk Management Tool
85 Requiring Completed-Staff-Work (CSW) from your staff
86 Contrasting Assigning (tasks) vs Delegation (projects)
86 Proper application of the terms “assigning” and
“delegating.”
86 Pro vs Amateur approach to using 20-20-hindsight to evaluate performance.
86 Professional and amateur approaches to conflicting priorities, overwork and being over-committed.
88-89 Definitions of terms that are critical to developing subordinates into self-reliant members of an interdependent teams.
Session 6: The Care and Feeding .
Session 6: The Care and Feeding
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93-95 How to Practice the Art of the
Care-and-feeding-of-Monkeys
96-97 Oncken’s Six Rules that assure both the health of monkeys
Extra Issues: Challenging Traditional Amateur Mindsets
Throughout the MMT presentation, we challenge several traditional Amateur mindsets that are accepted dogma in management training today. Our challenges include, but are not limited to, the following:
-Why the phrase “getting the staff to buy-in” can cripple an organization.
-Why effective authority cannot be delegated.
-Why it is impossible for any manager to effectively empower his staff.
-Why, contrary to conventional wisdom, you do not have an inherent right to organizational support, even though you have a job and responsibilities to fulfill.
-Why the expression: “Boss, you give me the responsibility but not the authority” is the standard alibi of amateurs in management.
The seminar is fondly known as the Monkey Management Class.
The structure and constructs described herein are copyrighted to The William Oncken Corporation (WOC). All rights reserved.
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