How to Build Middle Management Capacity by Developing Results-Oriented Responses (RORs). 8 RORs used by High Impact Middle Managers.

July 20, 2010 by smsadmin
Filed under: Business Management

High-Impact Middle Management Generates Results

High-impact middle management builds middle management capacity by developing results-oriented responses (RORs), which are enablers that can have an immediate effect on work. Each high-impact middle management component reinforces and supports the others, so that as you integrate them into your management regimen, the results will improve at a more significant rate than if you had implemented them separately. As you develop your ability to apply RORs in one area, you will also learn skills that will enable you to handle other tasks more effectively. For example, developing dialogue skills for goal setting will also aid you in your ability to use dialogue to improve processes. An ROR is not a technique in itself, but it influences how a technique is used.

Table below lists several of the RORs used by high-impact middle managers. The results will vary, depending on the choices made about what to do and how to spend time. The RORs are listed on the left side of the table, and low-results responses are listed on the right side. The RORs produce better results. Managers who are dissatisfied with their results can look through this table to discover how to improve their responses.

Results-oriented responses are listed on the left side of the model and low-results responses on the right side. Responses on the left side produce better results. Managers dissatisfied with their results can look through the model to discover how to improve their responses.
Results-Oriented Responses	Low-Results Responses
Being an owner: Assumes responsibility for the outcome. Takes initiative to make things better. Does whatever it takes to get ideal results. Heart is committed and mind is engaged.	Being a custodian: Does only what is required. Waits for others to act. Hopes someone else will take ownership. Avoids that which is unpleasant. Behavior is compliant. Heart and mind not fully engaged
Being active: Takes the initiative to get things done. Is not easily deterred by setbacks. Proactive. When barriers are present, immediately identifies them and implements an alternative action plan.	Being passive: Won’t take action unless told to do so. Acts only when necessary. Reactive in stance and style. Barriers and setbacks result in inaction.
Generating: Able to generate new and better alternative approaches and carry them out. Creates from unlimited possibilities. Does not get stuck on how things are already being done.	Being automatic: Sticks with the way things have always been done, preserves the status quo. Prefers to act by habit and won’t move out of his/her comfort zone. Does not create new approaches or solutions.
Keeping promises: Does what is promised. Fulfills commitments. Keeps his or her word.	Broken promises or commitments: Does not follow through with what he or she has promised or committed to. Lets to-do items build up beyond the date expected. Does not follow through on real or implied agreements.
Influencing through enrollment: Influences others by having them see, understand, and take ownership of the goal for themselves. Demonstrates the strategy and plan in such a way that others see and take on the vision for themselves. Others are committed and passionate about the vision and plan.	Influencing through subtle coercion: Communicates the vision and plan in a way that resembles a direction or a suggestion. Influences others by making them feel they need to accept and conform. This type of influencing others rarely results in committed and passionate performance.
Being service oriented: Sees his or her role as one that provides service to others. Facilitates cooperation, commitment, and learning. Manages from the mindset, “What can I do to help others excel today?”	Expecting to be served: Sees his or her role as one in which people should serve him or her. This stance limits the capacity to have impact on others. Manages from the mindset, “What have you done for me today?”
Being coachable: Accepts and uses feed-back, input, criticism, and ideas from others and is curiously observant. Is not defensive when given feedback. Recognizes that others have something to offer.	Being uncoachable: Blocks the environment from being influential, puts up barriers. Focuses more on being right, looking good, and appearing in charge.
Practicing quality dialogue: Communicates with the intent of making a difference or moving a topic forward. Engages in active conversation focused on the topic at hand.	Using dialogue without purpose: Communicates in a way that does not move the topic forward. Spends time discussing rumors, gossip, complaints, diversions, whining, and opinions not helpful toward enabling the desired result.

These RORs can help you focus your time and energy where it will yield the highest benefits (see the 80/20 rule later in this chapter). A quick review of the list of RORs can help get a stalled project or goal moving again. RORs, guiding principles, and a respect for the important and complex nature of the middle manager’s job are central to the High-Impact Middle Management System. They come together to help middle managers improve their performance, results, and career success.