This post originally appeared at the Christensen Institute on January 24, 2017.
Good management is hard. Typically, employees grow into manager roles over time. In most industries, employees must first prove themselves effective at their own job; then, they may take on some administrative duties; and only much later do leaders oversee large groups of employees and become responsible for motivating, training, and retaining them.
But two major institutions buck this trend: our schools and our military. In both, newly minted young professionals are asked to take on management roles from the very start. And surpassing even the number of direct reports young military officers oversee, teachers must manage upwards of 30 people the moment they set foot in school: their students.
For any manager, numbers like these are daunting—and having the right systems in place to manage effectively can make all the difference. Good managers motivate and inspire; they move their charges forward toward individual and shared goals; they create structures that provide predictability; and they provide feedback that helps their employees improve over time. And amidst all of this, workplaces are changing and management practices have to adapt alongside them.
As theories of effective management have continued to evolve in the 21st century, teachers—some of our most unsung and overworked mangers—stand to benefit from developments in management science. This begs the question: how might teachers borrow from promising management practices in our country’s top companies?
In a new playbook out this week, our Adjunct Fellow Heather Staker tackles this question. “How to Create Higher Performing, Happier Classrooms in 7 Moves: A Playbook for Teachers” looks at vanguard management practices that are making their way into exciting new classroom models. The playbook summarizes findings from a yearlong pilot project in the San Francisco Bay Area. The project, led by Mallory Dwinal, David Richards, and Jennifer Wu, looked systematically at the structures and processes that high-performing managers at cutting-edge companies like Google, Zappos, and Geico have put into place to create their dynamic cultures. The researchers chose their target companies by consulting Glassdoor’s “Best Places to Work” list, case studies from Harvard Business School, and analyst reports.
What are managers at these firms doing right? (more…)