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Permission to Speak – Leadership Blog – Kelly Vandever Interviews David Burkus on Emerging Management Practices


Permission to Speak

Leadership Video Blog & Podcast

Hosted by Leadership Communications Expert Kelly Vandever

Permission to Speak is the video blog and podcast that loiters at the intersections of leaders who want their people to speak up, technology that facilitates connections, and results that serve an organization’s higher purpose.

Our guest for this episode:  David Burkus

About David Burkus:

David Burkus is a best-selling author, host of the award-winning podcast Radio Free Leader, and

an associate professor of management at Oral Roberts University. His latest book, Under New Management, challenges the traditional and widely accepted principles of business management and proves that they are outdated, outmoded, or simply don’t work — and reveals what does.  He’s delivered keynotes to the leaders of Fortune 500 companies and the future leaders of the United States Naval Academy. David is also a regular contributor to Harvard Business Review and Inc.

Topics Discussed:

  • David’s book, Under New Management: How Leading Organizations Are Upending Business as Usual
  • New ways of management
  • Gallup’s research on engagement
  • Vineet Nayar, CEO of HCLT
  • The Value Zone, employees that serve your customers
  • Put your employees first and put your customers second
  • Reverse accountability meaning managers and corporate organization are accountable to supporting the employees
  • HCLT built a ticketing system where employees opened tickets to get support from a manager or support staff. Only the employee who opened the ticket could close the ticket.
  • In HCLT’s performance review system, anyone who you interacted with you could opt in to provide feedback on you. If you submit a review, you can read everyone else’s feedback too.
  • Management resistance to these new ideas
  • Harvard Research on profitable service-based companies
  • Profitability comes from customer satisfaction. Customer satisfaction comes from Employee Satisfaction. Employee Satisfaction comes from great cultures that put employees first.
  • Wegman grocery store
  • Investing in employees makes the employee better and they’ll do a better job for their customers
  • Danny Meyer of Union Square Hospitality Group
  • Shake Shake
  • Implemented a “no tipping” policy
  • Fire Your Managers
  • Self-organizing teams
  • Holacracy
  • Types of jobs today require the employee to know more about the job than the manager
  • Morning Star Tomato Company
  • Valve software company
  • Example of Nike factories in Mexico
  • Even if you’re in a traditional organization, take active steps to involve employees in decision making process
  • How Ideo let employees choose which leader they wanted to work with
  • 13 practices backed up by social science research
  • Ask yourself, “What’s standing in the way of my people doing their best work and what can I as their manager do to help mitigate or eliminate that?”
  • Management has shifted. Your job isn’t to tell the employee how to do their job.  Your job is to come along side and say, “How can I help you do your best work?”
  • Salary transparency

Questions Answered:

What can I learn from organizations that don’t have formal managers?

How can I get the best work out of my people?

What’s standing in the way of my people doing their best work?

How should I manage people?
How can I be a better manager?
How can I be a better leader?

What does putting employees first look like?

Why should I invest in my employees?

Why should I care about having high levels of employee satisfaction?

What can I do to increase customer loyalty?

What is reverse accountability?
What’s the latest and greatest thinking around management for the 21st century?

How to overcome my resistance as a manager to give up control?

What are some new ways to manage?

How can I create a better employee performance review process?

Books Recommended:

Under New Management:  How Leading Organizations Are Upending Business as Usual